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A team is about to begin work on a project that will lace rapidly changing requirements with releases only every six months or so. The team does not have an agile mindset and does not want to release often.
Which lifecycle should the scrum master select?
In the context of the Disciplined Agile framework, when a team is dealing with rapidly changing requirements but is resistant to frequent releases and does not have an Agile mindset, the Traditional lifecycle is appropriate. This lifecycle aligns with teams that prefer a more plan-driven, less iterative approach, which typically includes longer release cycles and detailed upfront planning. The Traditional lifecycle in Disciplined Agile follows a waterfall-like approach, which is suitable when the team is not yet prepared to adopt Agile principles such as frequent delivery and adaptive planning.
The other options do not match this scenario:
A . Program lifecycle is used for coordinating multiple teams on larger programs, which is not relevant to a single team with the specified conditions.
B . Lean focuses on optimizing flow and delivering value quickly, which contrasts with the team's preference for infrequent releases.
D . Agile lifecycle involves iterative development and frequent releases, which the team is resistant to.
Therefore, C. Traditional is the correct answer as it fits the team's preference for less frequent releases and their lack of an Agile mindset.
In Team Estimation
In Team 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 importance is not part of the Team Estimation process.
C . Defining 'Definition of Done' criteria is a separate exercise, not related to estimating story size.
D . Estimating necessary roles is not a part of Team Estimation.
How should iterations for an agile project be planned?
In Agile and Disciplined Agile practices, iterations are planned at the beginning of each iteration during an iteration planning meeting. The team, along with the product owner, pulls the highest-priority items from the product backlog that they believe can be completed within the iteration. This ensures that the work is well-defined, understood, and aligned with the current goals and priorities.
A . Retrospective meetings focus on reflecting on the past iteration to identify improvements, not planning the next iteration.
B . Using iteration reviews improves quality but is not about planning.
D . Iteratively planning by the product owner alone does not ensure team alignment or collaboration, which is essential in Agile.
Therefore, the correct answer is C. At the beginning of each iteration by pulling from the product backlog.
Which artifact collects all the work flowing to the team?
The Product Backlog is the artifact that collects all the work flowing to the team. It is a prioritized list of everything that might be needed in the product, managed and maintained by the Product Owner. The backlog is continuously refined and reprioritized as needed to reflect the changing needs of stakeholders, market conditions, and business priorities.
A . Business backlog is not a standard Agile artifact.
C . Release roadmap outlines future releases but does not collect all work items.
D . Iteration backlog contains a subset of the product backlog items selected for a specific iteration.
What is the Disciplined Agile principle of being pragmatic characterized by?
The Disciplined Agile (DA) principle of being pragmatic is characterized by the focus on 'being as effective as you can and continuously improving.' According to PMI's Disciplined Agile Toolkit, being pragmatic means applying an agile mindset that is not constrained by a rigid set of rules or practices. Instead, it emphasizes being practical and outcome-focused, aiming for the best results in each unique context while continually seeking opportunities for improvement.
Disciplined Agile promotes pragmatic decision-making by suggesting that teams should balance their approach by being both goal-driven and situation-aware. This means that instead of strictly adhering to a single agile framework or methodology, teams should assess their situation, leverage their experience, and apply the most suitable tools and techniques available. Furthermore, continuous improvement (Kaizen) is a fundamental aspect, meaning teams should regularly reflect on their practices and make iterative enhancements to achieve effectiveness.
This principle also aligns with DA's guidance to 'Optimize Flow' and 'Be Awesome,' as it encourages teams to deliver value while recognizing that every situation might require different tools, techniques, and practices. Thus, 'D. Being as effective as you can and continuously improving' best captures the essence of DA's pragmatic approach.
PMI, 'Choose Your WoW! A Disciplined Agile Delivery Handbook for Optimizing Your Way of Working (WoW),' which details the core principles of Disciplined Agile, including being pragmatic by focusing on effectiveness and continuous improvement.
PMI Disciplined Agile (DA) Toolkit, which explains how being pragmatic involves choosing the best approach for your specific context rather than adhering to a strict methodology.
