DASSM Exam Dumps - Disciplined Agile Senior Scrum Master (DASSM) Exam

In the context of Disciplined Agile (DA), an Epic is a large user story that represents a significant piece of work that usually requires substantial effort and may span multiple iterations or sprints to complete. Epics are often too large to be completed in a single iteration and are typically broken down into smaller, more manageable user stories. Option A (a collection of smaller user stories) is partially correct because epics are often decomposed into smaller user stories, but option B provides a more precise definition as it emphasizes the size and effort required for completion. Options C and D are not correct in the DA context; they describe different types of analysis tools or techniques.

The process goal most likely to offer potential techniques to address concerns that the development team does not understand the overall business process isExplore Scope. In Disciplined Agile, "Explore Scope" focuses on defining and understanding the scope of the project, including the business processes that are relevant to the product being developed. It involves techniques such as creating process maps, using business process modeling, or conducting domain workshops to help the team understand the overall business context and requirements. This ensures that the development team has a comprehensive understanding of the customer requirements and the broader business environment in which the product will be used.

The "Exploratory" lifecycle in Disciplined Agile (DA) is most suitable for a lean startup model that focuses on quickly validating ideas and narrowing down candidate projects to pursue. The Exploratory lifecycle is designed for situations where the primary goal is to learn and validate assumptions rapidly through experimentation and feedback. This aligns with the lean startup approach of testing hypotheses, iterating quickly, and adapting based on validated learning. Options A (Continuous delivery Agile), B (Agile), D (Lean), E (Continuous Delivery Lean), and F (Program) do not focus specifically on the rapid learning and experimentation phase that characterizes the lean startup model.

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.

The primary function of the "Business Operations" process blade in Disciplined Agile is to provide ongoing support and services to customers and ensure that products function smoothly post-deployment. This involves managing customer relationships, handling support requests, andmaintaining operational stability. Options such as "B. To monitor the competitive landscape" and "D. To ensure cash flow in the organization" do not align with the core function of Business Operations. "C. To monitor and guide teams to remove barriers" is more aligned with the roles of leadership and governance. Hence, "A. To provide services to customers and support your products" is the correct answer.

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.

A disadvantage of having afeature team(as opposed to component teams) is thetemptation to build everything from scratch. Feature teams are cross-functional teams that handle all aspects of delivering a customer-centric feature from end to end. This can sometimes lead to duplication of effort or reinventing existing components instead of reusing them, especially if the team lacks visibility or understanding of existing solutions.

Options A, B, and C are actually advantages of feature teams: they deliver complete features, reduce hand-offs, and require cross-functional skills.

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.

While "Delight customers" is an important goal in agile and Disciplined Agile (DA) practices, it is not listed as one of the key principles to keep in mind when choosing and evolving a team’s Way of Working (WoW). The key principles are "Pragmatism" (A), "Choice is good" (C), and "Context counts" (D). These principles emphasize practical decision-making, recognizing that different situations require different approaches (choice is good), and tailoring the WoW to the specific context.