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

In the PMI Disciplined Agile framework, "Governance" is a process blade that focuses on providing oversight and direction to ensure that the organization aligns with its objectives and complies with relevant policies and standards. A senior management team monitoring work across various areas, providing guidance, and resolving escalated issues is a clear example of governance. The purpose of governance is to ensure that teams are operating effectively and efficiently, aligned with organizational goals, and that risks are managed appropriately. Portfolio management (Option A) deals with investment decisions and balancing the portfolio, while the other options (Business Operations, Finance, Product Management) focus on different aspects of the organization.

In the context of roles in Disciplined Agile (DA), it is true that a person may take on more than one role within a team. DA promotes flexibility and adaptability in team roles, allowing team members to wear multiple hats depending on their skills and the team's needs. Option A (highly specialized team members) contradicts DA’s principle of cross-functional teams. Option C incorrectly assigns the facilitator role to the Product Owner, and Option D does not accurately describe the Team Lead's responsibilities in DA.

The primary purpose of a Community of Practice (CoP) in the Disciplined Agile (DA) framework is to share knowledge among a group of like-minded people. CoPs bring together people who share a common interest or practice, enabling them to exchange insights, experiences, and best practices to enhance their collective expertise. Options B (bringing all the experts together) and D (mentoring, coaching, and guiding others) are secondary benefits but not the primary purpose. Option C (selling a competency) does not align with the purpose of a CoP.

The main role of the team lead (which can be referred to as a Scrum Master, Team Coach, or Team Lead in Disciplined Agile) is to ensure that the team is building the product in the right way. This involves facilitating the team's process, removing impediments, and coaching them to adopt and optimize Agile practices, ensuring quality and efficiency in delivery. The team lead does not dictate what product to build (which is the role of the Product Owner), nor is their primary role to build the product themselves or coordinate building efforts in a command-and-control manner. Instead, they focus on enabling and empowering the team to deliver high-quality work in alignment with Agile principles.

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.

Agile teams, as per the Disciplined Agile (DA) framework, can deliver non-software projects. The DA toolkit is designed to be adaptable and applies agile and lean principles to a wide range of business domains beyond software development. This flexibility allows agile teams to use iterative and incremental approaches to manage various types of projects, such as marketing campaigns, event planning, and other organizational initiatives. Thus, it aligns with the PMI's stance that agility can benefit all types of projects, not just software-focused ones.

In Disciplined Agile (DA), the "Specialist" is considered a supporting role. Specialists possess expertise in specific areas (e.g., security, database management) and are brought in as needed to support the primary delivery team. The supporting roles are not part of the core team but contribute specialized skills and knowledge when required.

Options A (Stakeholder), B (Team Lead), and D (Architecture Owner) are not supporting roles. Stakeholders represent end-users or business interests, while Team Leads and Architecture Owners are considered primary roles within a DA team.

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.

Attributes of a leader in Disciplined Agile include taking risks, inspiring trust, and focusing on goals. Leaders in an agile environment should be willing to take calculated risks to innovate and improve, build trust within their teams and with stakeholders, and maintain a focus on achieving goals and delivering value. Options B (Goes with the flow) and D (Assigns tasks) are less aligned with agile leadership, which emphasizes empowerment over task assignment and adaptability rather than passively following along.

The "Program" life-cycle model is the most suitable for running large product development efforts requiring a team-of-teams approach. The Program life cycle in Disciplined Agile (DA) is specifically designed to handle complex projects that require multiple teams working together in a coordinated manner. It focuses on collaboration, synchronization, and scaling across teams to deliver a large-scale solution effectively. Other options like Exploratory (A), Kanban (C), Agile (D), Scrum (E), and Lean (F) do not specifically address the need for coordinating multiple teams on a large product development effort.