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

The primary risk addressed by thestakeholder vision milestoneisthat your primary stakeholders agree to your strategy. This milestone ensures alignment and consensus among key stakeholders regarding the project's overall vision, goals, and strategic approach. Achieving this agreement is critical to securing buy-in, support, and commitment from stakeholders, which helps to mitigate the risk of misalignment and conflicting expectations as the project progresses. Other risks, like architectural strategy viability, business case viability, or a realistic release plan, are addressed by other specific milestones or checkpoints in the Disciplined Agile framework.

The "Marketing" process blade in the Disciplined Agile framework provides strategies to ensure successful interactions with the external world about your organization, products, and offerings. Marketing focuses on understanding customer needs, communicating the value proposition of products and services, and engaging effectively with potential and current customers to build brand awareness and drive sales. Other options like Portfolio Management (A), Product Management (B), Sales (C), and Business Operations (D) have different focuses and do not specifically cover the broad external communication strategy and positioning that Marketing does.

A team should consider entering the transition phase when the product meets all stakeholder expectations. In Disciplined Agile, the transition phase involves finalizing the product or solution for release. This phase is initiated when the product is deemed ready and all necessary criteria, including stakeholder expectations, have been fulfilled. Options A (new MBI developed), C (operational teams ready), and D (MVP ready) may be relevant in other contexts but do not specifically trigger the transition phase.

The responsibility for choosing the team's lifecycle in Disciplined Agile (DA)depends on the context. DA promotes a context-driven approach where decisions are made based on the specific needs, objectives, and constraints of the team and the organization. In some cases, the team itself may choose the lifecycle that best fits its way of working. In other scenarios, the decision could be influenced by an Agile coach, team manager, or organizational guidelines. Therefore, it is not a one-size-fits-all answer, and the context determines who is best suited to make this decision.

The process goal of "Explore Scope" in the Disciplined Agile framework focuses on understanding the purpose, domain, and intended usage of a product. This involves clarifying what needs to be delivered, gathering requirements, and determining the boundaries of what is in and out of scope for the product development. When a team is exploring the product's purpose, domain, and usage, they are actively engaging in the process of defining and refining the scope of the work to be done, making Option C the correct answer. Options A, B, and D relate to other aspects of agile project management, but do not specifically address the exploration of scope.

In Disciplined Agile, teams are encouraged to be flexible andevolve their life-cyclebased on their context, learning, and needs. As teams gain experience, they may start with one life-cycle model and later transition to another that better suits their situation (e.g., moving from Scrum-based to Lean continuous delivery). This flexibility enables the team to optimize their way of working for continuous improvement.

Options A, B, and C are not correct. The inception phase does not last until the architecture is proven; the transition phase is not necessarily about the amount of functionality built; Agile and Lean life-cycles can include inception and transition phases.

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.

In the PMI Disciplined Agile framework, the timely delivery of the product as committed is ultimately the responsibility of the entire team. While the Product Owner (Option A) provides direction and prioritization of work, and the Team Lead (Option B) facilitates the process, it is the collective responsibility of the Team Members (Option C) to deliver the product incrementally and meet commitments. Agile teams operate under the principle of shared responsibility and accountability for outcomes, meaning every team member contributes to the delivery process. Other roles, such as Gold User (Option D) and Architecture Owner (Option E), have specific responsibilities but are not accountable for the delivery timeline.

The Disciplined Agile (DA) principle of being pragmatic is characterized by focusing on being as effective as possible and continuously improving. DA encourages teams to choose the best tools, practices, and strategies that suit their specific context, rather than rigidly adhering to a particular methodology or framework. This principle emphasizes a pragmatic, situational approach, where the goal is to achieve optimal results while continuously refining and improving processes. Options A, B, and C relate to aspects of flexibility and adaptation, but they do not fully capture the broader commitment to effectiveness and continuous improvement that defines pragmatism in DA.