Most Recent PMI DASM Exam Dumps

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 are A. Trustworthy and C. Highly collaborative

When a team completes their iteration backlog earlier than expected, the recommended approach in Disciplined Agile is to collaborate with the product owner to pull additional work from the product backlog into the iteration backlog. This approach maintains momentum and ensures that the team continues delivering value without waiting for the next iteration. It promotes agility and maximizes productivity by utilizing any remaining time effectively.

A . Working on non-critical tasks or D. waiting for other groups are not effective uses of the team's time and do not align with agile principles of continuous value delivery.

C . Reporting differences in completion time helps with future planning but does not address the immediate need to continue productive work.

Thus, the correct answer is B. Work with the product owner to pull more work from the product backlog into their iteration backlog.

Disciplined Agile (DA) milestones are based on the concept of Lean 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 integration is a practice rather than a basis for milestones.

B . Documentation is not a central focus of DA milestones.

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

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

In the context of the Disciplined Agile (DA) framework, a 'specialist' on a Disciplined Agile Delivery Team is someone with a specific, specialized skill set or domain expertise that contributes to the overall development and delivery process. While the DA framework promotes cross-functional team members, it acknowledges that certain roles require specialized knowledge.

A Business Analyst (BA) is considered a specialist role because they bring specific expertise in requirements gathering, process analysis, stakeholder communication, and translating business needs into actionable tasks for the development team. According to PMI's Disciplined Agile guidelines, BAs provide value by ensuring that the requirements are well-understood and clearly defined, which is crucial in aligning the team's efforts with stakeholder needs.

On the other hand, the roles of Product Owner (B) and Project Manager (C) are more related to leadership, decision-making, and coordination, rather than specialized technical or analytical expertise. Stakeholders (D) are external to the delivery team and are not considered specialists within the team itself.

The coordination meeting (often referred to as the daily stand-up or daily coordination meeting in Agile practices) is crucial for a project team because it provides an opportunity for the team to help itself stay in sync. This meeting is typically held daily and allows team members to communicate their progress, discuss any challenges or impediments, and align their activities with the project's goals.

In Disciplined Agile, such meetings are vital for fostering collaboration and ensuring that everyone on the team is aware of what others are doing, which helps avoid misunderstandings, duplicate work, and potential blockers. The purpose is not to report to a manager but for the team to coordinate, plan, and adjust their work dynamically to ensure continuous alignment and effective progress towards the team's objectives.

PMI Disciplined Agile Toolkit, which emphasizes the importance of coordination meetings (or daily stand-ups) in maintaining team alignment and promoting self-organization.

PMI, 'Choose Your WoW! A Disciplined Agile Delivery Handbook for Optimizing Your Way of Working (WoW),' which describes the value of regular team coordination to ensure synchronicity and continuous alignment within agile teams.