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NEW QUESTION # 15
What are the three phases common across project life cycles? (Choose three)
- A. Transition
- B. Construction
- C. Inception
- D. Inspiration
- E. Modulation
Answer: A,B,C
Explanation:
In Disciplined Agile (DA), the three common phases across project life cycles areInception, Construction, andTransition. 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.
NEW QUESTION # 16
What are the three phases of DAD's delivery life cycle?
- A. Commencement. Creation. Evolution
- B. Inception. Construction. Transition
- C. Introduction. Substance, Alteration
- D. Initiation. Foundation. Conversion
Answer: B
NEW QUESTION # 17
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?
- A. Agile
- B. Traditional
- C. Lean
- D. Program
Answer: B
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, theTraditionallifecycle 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. Programlifecycle is used for coordinating multiple teams on larger programs, which is not relevant to a single team with the specified conditions.
* B. Leanfocuses on optimizing flow and delivering value quickly, which contrasts with the team's preference for infrequent releases.
* D. Agilelifecycle involves iterative development and frequent releases, which the team is resistant to.
Therefore,C. Traditionalis the correct answer as it fits the team's preference for less frequent releases and their lack of an Agile mindset.
NEW QUESTION # 18
What arc the three categories of process blades, according to Disciplined Agile (DA)? (Choose three)
- A. Disciplined Agile IT
- B. Disciplined Protect Management Office (PMO)
- C. Disciplined Kanban
- D. Disciplined DevOps
- E. Disciplined Agile Delivery (DAD)
Answer: B,D,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.
NEW QUESTION # 19
Which of these tools or techniques should be used to sequence work to deliver value quickly?
- A. Minimum business Increment (MBI)
- B. Panning Poker
- C. Work in process (WIP) limits
- D. Minimum viable product (MVP)
Answer: A
Explanation:
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 andsequence 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 whyMBIis the correct answer:
* MBI (A)is specifically designed to deliverreal business valuewith 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 thesmallest set of functionalitiesthat 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.
NEW QUESTION # 20
The team lead notices that a team member is falling behind on their work. What would a goodDisciplined Agile team lead do?
- A. Have a one-to-one meeting with the team member about their recent failures.
- B. Redistribute the team member's work across the team to avoid embarrassing the team member.
- C. Provide time management training to the team member.
- D. Have a conversation with the team member to better understand what is getting in their way and look for solutions together.
Answer: D
Explanation:
In Disciplined Agile, a good Team Lead (or Scrum Master) should act as a servant leader, supporting and enabling team members to succeed. When a team member is falling behind, the appropriate response is to have a conversation with the team member to understand what is getting in their way and work together to find solutions. This approach fosters an environment of trust and collaboration and helps to identify and remove impediments that may be affecting the team member's performance. The goal is to address the root cause of the issue and provide support, rather than assigning blame or creating discomfort.
NEW QUESTION # 21
A company is introducing new features to a large, existing product. Which technique should the product team employ?
- A. Minimum business increment (MBI)
- B. Continuous integration
- C. Minimum viable product {MVP)
- D. Pull system
Answer: A
Explanation:
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.
NEW QUESTION # 22
How should iterations for an agile project be planned?
- A. Iteratively by the product owner to ensure global optimization.
- B. Throughout the project by using iteration reviews to continuously improve quality.
- C. At the beginning of each iteration by puling from the product backlog.
- D. At the retrospective meetings to ensure nothing is missed from one iteration to the next.
Answer: C
Explanation:
In Agile and Disciplined Agile practices, iterations are plannedat the beginning of each iterationduring an iteration planning meeting. The team, along with the product owner, pulls the highest-priority items from the product backlog that they believe can be completed within the iteration. This ensures that the work is well- defined, understood, and aligned with the current goals and priorities.
* A. Retrospective meetingsfocus on reflecting on the past iteration to identify improvements, not planning the next iteration.
* B. Using iteration reviewsimproves quality but is not about planning.
* D. Iteratively planning by the product owneralone does not ensure team alignment or collaboration, which is essential in Agile.
Therefore, the correct answer isC. At the beginning of each iteration by pulling from the product backlog.
NEW QUESTION # 23
What are the three phases of DAD's delivery life cycle?
- A. Commencement. Creation. Evolution
- B. Inception. Construction. Transition
- C. Introduction. Substance, Alteration
- D. Initiation. Foundation. Conversion
Answer: B
Explanation:
The three phases of Disciplined Agile Delivery (DAD)'s delivery life cycle are:
* Inception: This phase focuses on getting the project off the ground. It includes identifying stakeholders, understanding the vision, defining the initial scope, and planning for the necessary resources and timeline.
* Construction: This phase involves building the solution incrementally and iteratively, with continuous delivery of working software and regular stakeholder feedback.
* Transition: This phase prepares the solution for release into production or the marketplace. It includes final validation, user training, deployment planning, and release management.
Other options are incorrect:
* A. Commencement, Creation, Evolutionare not standard DAD phases.
* B. Initiation, Foundation, Conversiondo not match DAD terminology.
* C. Introduction, Substance, Alterationare not relevant to DAD.
Therefore, the correct answer isD. Inception, Construction, Transitions.
NEW QUESTION # 24
The concept of Lean was developed around eliminating the three types of deviations that shows inefficient allocation of?
- A. data
- B. meetings
- C. resources
- D. deadlines
Answer: C
Explanation:
The concept ofLeanwas developed around eliminating the three types of deviations that show inefficient allocation ofresources: 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.
NEW QUESTION # 25
What is the first step in choosing your team's way of working?
- A. Make some choices.
- B. Select best-tit life cycle.
- C. Analyze the context.
- D. Connect the dots
- E. Guided continuous improvement
Answer: C
Explanation:
The first step in choosing a team's way of working (WoW) in Disciplined Agile is toanalyze 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.
NEW QUESTION # 26
What is the purpose of an iteration retrospective?
- A. To transfer knowledge and improvements to the next iteration.
- B. To identity progress and to note encountered impediments.
- C. To prioritize stories and concrete tasks for the next iteration.
- D. To showcase what the team accomplished in an iteration.
Answer: A
Explanation:
The purpose of aniteration retrospectivein 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 iterationis the purpose of an iteration review or demo, not a retrospective.
* C. To prioritize stories and concrete tasks for the next iterationis typically part of iteration planning.
* D. To identify progress and to note encountered impedimentsis also part of other ceremonies like daily standups but not the main focus of a retrospective.
Thus, the correct answer isB. To transfer knowledge and improvements to the next iteration, aligning with the Disciplined Agile framework's purpose for iteration retrospectives.
NEW QUESTION # 27
What are the attributes of a leader? (Choose three)
- A. Goes with the flow
- B. Assigns tasks
- C. Focuses on goals
- D. Inspires trust
- E. Takes risks
Answer: C,D,E
Explanation:
The key attributes of a leader in an agile context include the ability tofocus on goals,inspire trust, andtake 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.
NEW QUESTION # 28
Which of the following is a primary role on a Disciplined Agile Delivery team?
- A. Architecture Owner
- B. Specialist
- C. Domain Expert
- D. Integrator
Answer: A
Explanation:
On a Disciplined Agile Delivery (DAD) team, theArchitecture Owneris a primary role. The Architecture Owner is responsible for guiding the team in making sound architectural decisions and ensuring that the architecture evolves appropriately to support the team's work. This role involves collaborating with the team to address architectural concerns, mitigate technical risks, and ensure alignment with the overall technical vision. The Architecture Owner also helps the team navigate complex technical decisions and is a key player in maintaining the integrity of the system architecture.
NEW QUESTION # 29
In Team Estimation
- A. You first estimate the relative sizes of al stories, then assign numbers to them.
- B. You estimate what roles will be necessary in order to complete user stories.
- C. Each team is ranked in order of importance for completing a task.
- D. Members of a group define what criteria will be used for determining the "Definition of Done. *
Answer: A
Explanation:
InTeam 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 importanceis not part of the Team Estimation process.
* C. Defining "Definition of Done" criteriais a separate exercise, not related to estimating story size.
* D. Estimating necessary rolesis not a part of Team Estimation.
NEW QUESTION # 30
What are the benefits to having a long-live (stable) team?
- A. Highly collaborative
- B. Projectized
- C. Ability to multi-task
- D. Specifically resourced
- E. Trustworthy
Answer: A,E
Explanation:
A long-lived (or stable) team is a group of individuals who work together over an extended period, typically across multiple projects or product increments. In the context of PMI's Disciplined Agile (DA) framework, having a long-lived team is beneficial for several reasons:
* Trustworthy (A):As team members work together over time, they build a strong sense of trust. Trust within a team is foundational for effective collaboration, decision-making, and conflict resolution.
Team members learn to rely on each other's skills and knowledge, leading to more effective and efficient work processes. Disciplined Agile emphasizes creating environments where trust can be fostered, which is more easily achieved in stable, long-lived teams.
* Highly Collaborative (C):Long-lived teams develop a rhythm of working together, which leads to high levels of collaboration. As team members become more familiar with each other's working styles, strengths, and weaknesses, they can communicate more effectively, align on goals more quickly, and coordinate their efforts more efficiently. This heightened collaboration accelerates delivery, improves quality, and fosters continuous improvement-key principles in the Disciplined Agile toolkit.
Incorrect Options:
* B. Projectized:While the concept of a "projectized" organization focuses on structuring around projects, this does not inherently relate to the benefits of having a long-lived team. In contrast, Disciplined Agile promotes stable teams over project-centric teams to maximize the value delivery and learning curve.
* D. Specifically resourced:This option refers to the allocation of specific resources for projects or tasks, which does not directly align with the idea of having a stable, long-term team.
* E. Ability to multi-task:Multi-tasking is generally not considered a benefit within agile frameworks, including Disciplined Agile. Multi-tasking can lead to inefficiency and reduced focus, which goes against the principles of optimizing flow and delivering value quickly.
Thus, the most appropriate answers that align with the principles of Disciplined Agile areA.
TrustworthyandC. Highly collaborative
NEW QUESTION # 31
Which rote on the delivery team builds the product right?
- A. Product Owner
- B. Team Lead
- C. Team Member
- D. Architecture Owner
Answer: C
Explanation:
In Disciplined Agile (DA), theTeam Memberrole is primarily responsible for building the product correctly.
Team Members are the individuals who directly create the product by writing code, testing, designing, and performing other tasks necessary to deliver a working solution. The Architecture Owner may guide architectural decisions, and the Team Lead may facilitate processes, but it is the Team Members who actively build the product and ensure it meets the required standards and specifications.
NEW QUESTION # 32
What is the Disciplined Agile principle of being pragmatic characterized by?
- A. Identifying when to be agile
- B. Tailoring the organizational structure to the context
- C. Being as effective as you can and continuously improving
- D. Adapting lean methodologies when necessary
Answer: C
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.
NEW QUESTION # 33
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