The first step in choosing a team's way of working (WoW) in Disciplined Agile is to analyze the context. This involves understanding the specific needs, constraints, and circumstances of the team and its environment. By analyzing the context, the team can make informed decisions about which practices, tools, and frameworks are most appropriate for their situation. This ensures that the chosen WoW is tailored to fit the team's unique challenges and goals.

PMI Disciplined Agile (DA) Toolkit, which outlines the steps for choosing a team's WoW, starting with analyzing the context to make context-sensitive choices.

PMI, 'Choose Your WoW! A Disciplined Agile Delivery Handbook for Optimizing Your Way of Working (WoW),' which emphasizes the importance of context in selecting an appropriate approach.

When introducing new features to a large, existing product, the product team should employ the Minimum Business Increment (MBI) technique. An MBI is the smallest piece of functionality that can be delivered that provides value to the business. It allows teams to deliver business value quickly while minimizing risk and ensuring that only essential, incremental changes are introduced. This approach is particularly useful for managing the complexity of large, established products and ensuring that new features are aligned with business goals.

PMI Disciplined Agile (DA) Toolkit, which discusses the use of MBIs to introduce changes incrementally and deliver business value.

PMI, 'Choose Your WoW! A Disciplined Agile Delivery Handbook for Optimizing Your Way of Working (WoW),' which explains the benefits of using MBIs in agile product development.

A value stream map is 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 to help the team identify problem areas or bottlenecks in 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 phase is not specific to minimizing waste across the entire value stream.

C . Reducing delays in the workflow process is an outcome of identifying problem areas but not the direct function of value stream mapping.

D . Applying the five Whys root cause method is a separate Lean technique that can complement value stream mapping but is not its main purpose.

The role of the Product Owner in Agile and Disciplined Agile frameworks is to ensure the team is building the right product that aligns with stakeholder needs and provides maximum value to the customer. The Product Owner achieves this by managing and prioritizing the product backlog, defining user stories, clarifying requirements, and making decisions on behalf of the stakeholders.

A . Coordinate the product is not a primary function of the Product Owner.

B . Inspect the product may be a part of their responsibilities, but the focus is on guiding the product's development.

D . Organize the product team is more aligned with the Scrum Master's role.

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.