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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.

In Lean and Agile terminology,Pushrefers to work beinggiven to peopleregardless of their current capacity.
This approach contrasts with a “pull” system, where work is pulled by the team when they have the capacity to handle it. “Push” systems often lead to overloading team members, increased bottlenecks, and inefficiencies.
* A. Delayed until laterdoes not capture the concept of “Push.”
* C. Expedited to meet a deadlineis about urgency, not pushing work.
* D. Outsourced to a vendorrefers to the delegation of work outside the team and is unrelated to the
“Push” concept.
Thus, the correct answer isB. Given to people.

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.

A well-written user story in agile practices, including Disciplined Agile, describesthe customer’s perspective
. User stories are short, simple descriptions of a feature or requirement from the point of view of the end user or customer. They are intended to capture the “who, what, and why” of a requirement, focusing on the value it delivers to the customer. This perspective ensures that the development team understands the real-world needs and motivations behind the features they are building, allowing them to create solutions that truly meet user needs.

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.
ABusiness 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 ofProduct Owner (B)andProject 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.

In Lean and Agile methodologies, the role of management is tocreate awesome team environmentsthat foster collaboration, creativity, and high performance. Lean principles emphasize empowering teams, removing obstacles, and creating a culture of continuous improvement and respect. This means management’s role is to support the team, provide the necessary resources, and ensure a safe and conducive environment for delivering high-quality work.
* A. Ensure documentation is completedis not the primary role of management in Lean.
* B. Provide minimum viable products to the teamis more related to the responsibilities of product owners or teams, not management.
* C. Ensure decisions are not made regionallyis not directly related to the core responsibilities of management in Lean.
Therefore,D. Create awesome team environmentscorrectly reflects the Lean management role.

In agile practices, particularly in the context of user stories, the features are typically defined by the INVEST criteria: Independent, Negotiable, Valuable, Estimable, Small, and Testable.”Achievable”is not a standard feature of a user story. Instead, user stories should beNegotiable(they are not fixed, and details can be discussed),Estimable(it should be possible to estimate the effort required), andTestable(it should be possible to verify whether the story has been implemented correctly). Therefore, “Achievable” is not one of the features of a user story.

Thecoordination meeting(often referred to as the daily stand-up or daily coordination meeting in Agile practices) is crucial for a project team becauseit 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.

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.

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.

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.

Disciplined Agileis described as anagnostic hybrid techniquethat draws upon many different ideas from multiple agile and lean frameworks. Unlike other agile methodologies that prescribe a specific set of practices, Disciplined Agile provides a toolkit that allows teams to choose and tailor their way of working based on their unique context, goals, and constraints. It integrates strategies from Scrum, Kanban, Lean, XP (Extreme Programming), SAFe (Scaled Agile Framework), and other approaches, providing a more flexible and adaptive approach to project management.

The method that extends the Kaizen loop strategy to help teams identify techniques likely to work in their context isGuided continuous improvement. In the Disciplined Agile (DA) toolkit, guided continuous improvement refers to using a structured approach to learning and adaptation, where teams are provided with guidance and options based on proven practices. This helps teams apply Kaizen principles effectively in their unique environments by selecting and tailoring techniques that are most likely to yield positive results.
* A. Explicit workflow policiesrefer to defining specific rules about how work is managed but do not inherently guide continuous improvement.
* C. Communities of practiceinvolve groups that share knowledge, but they do not extend the Kaizen loop strategy directly.
* D. Cross-team learninghelps in sharing knowledge between teams but is not the method extending the Kaizen loop strategy.
Thus, the correct answer isB. Guided continuous improvementas it directly aligns with the aim of adapting the Kaizen strategy to specific contexts.

Avalue stream mapis a Lean tool that helps teams visualize the flow of work and identify waste throughout the process of delivering a product or service. The primary purpose of a value stream map is tohelp the team identify problem areas or bottlenecksin the path to realizing value. By understanding where delays, excess inventory, or unnecessary steps occur, teams can target these areas for improvement, thereby minimizing waste and optimizing the flow of value to customers.
* B. Focusing on the construction phaseis not specific to minimizing waste across the entire value stream.
* C. Reducing delays in the workflow processis an outcome of identifying problem areas but not the direct function of value stream mapping.
* D. Applying the five Whys root cause methodis a separate Lean technique that can complement value stream mapping but is not its main purpose.

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.

Theeight principles of Disciplined Agile (DA)provide a foundation for making sound decisions within an agile framework. The correct principles are:
* Delight Customers: Focus on delivering high-quality products and services that meet or exceed customer expectations.
* Be Awesome: Encourage team members to be the best they can be and create an environment that enables them to excel.
* Pragmatism: Apply practical approaches and techniques that are most suitable for the given context.
* Context Counts: Understand that every situation is unique, and practices should be tailored accordingly.
* Choice is Good: Promote multiple ways of working and allow teams to choose the most appropriate techniques.
* Optimize Flow: Focus on improving the flow of work to maximize efficiency and minimize waste.
* Enterprise Awareness: Ensure teams understand and align with the organization’s broader goals and strategies.
* Organize around products/services: Structure teams and workflows around delivering value to customers through products or services.
Therefore, the correct answer isB. Delight Customers, Be Awesome, Pragmatism, Context Counts, Choice is Good, Optimize Flow, Enterprise Awareness, Organize around products/services.

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.

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.

* Address Changing Stakeholder Needs:This process goal involves actively engaging with stakeholders to understand and respond to their evolving requirements, preferences, and concerns throughout the project’s life cycle. This goal is dynamic and requires significant effort because stakeholder needs and priorities can change frequently, requiring continuous adjustment of the Agile strategy. Tailoring your strategy to effectively address these needs involves multiple activities, such as conducting frequentreviews, reprioritizing the backlog, aligning deliverables with stakeholder expectations, and incorporating feedback into the development process.
* Why It Requires the Most Effort:
* Dynamic Nature of Stakeholder Needs:Stakeholders’ needs are often unpredictable and can change rapidly due to market shifts, regulatory changes, or new business priorities. This requires Agile teams to be highly adaptive and frequently recalibrate their strategies.
* Continuous Engagement and Communication:Maintaining an ongoing dialogue with stakeholders, gathering feedback, and negotiating trade-offs consume considerable time and resources.
* Alignment and Consensus Building:Repeated effort is needed to ensure that all stakeholders are aligned and that there is a consensus on the direction and scope of the project.
Incorrect Options:
* A. Improve Quality:While improving quality is a significant goal in any Agile strategy, it is more focused on refining existing processes, techniques, and tools rather than continuously adapting to external changes. Thus, it may not require as much continuous effort in tailoring the Agile strategy.
* C. Align with Enterprise Direction:This goal involves ensuring that the team’s work aligns with the broader organizational objectives. While important, it is generally a less dynamic activity compared to addressing changing stakeholder needs and may not require as frequent adjustments once alignment is initially achieved.
* D. Explore Scope:Exploring the scope is an initial activity in an Agile project where the team works to understand the project’s boundaries and deliverables. Although this requires effort at the beginning of the project, it is not a continuous effort throughout the project life cycle like addressing changing stakeholder needs.
Therefore,”Address Changing Stakeholder Needs”is the process goal that requires the most effort due to its dynamic nature and the continuous engagement required to adapt the Agile strategy to evolving conditions.

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.