Which characteristic describes a good user story according to the f.N.V.E.S.T. mnemonic?
According to the INVEST mnemonic, a good user story should be Valuable. This means that the user story must deliver value to the customer or stakeholder. Each user story should have a clear purpose, ensuring that the effort invested in its development contributes to the overall product value. Other criteria of the INVEST mnemonic include Independent, Negotiable, Estimable, Small, and Testable, but 'Valuable' is key to justifying the user story's inclusion in the product backlog.
PMI Disciplined Agile (DA) Toolkit, which outlines the INVEST criteria for user stories and emphasizes the need for stories to deliver value.
PMI Agile Practice Guide, which describes the characteristics of well-formed user stories using the INVEST mnemonic.
Which of the following statements accurately describes a complex adaptive system?
A complex adaptive system is characterized by the idea that understanding the individual components does not necessarily provide a clear understanding of the system's overall behavior. These systems are composed of interacting agents that adapt and learn from their experiences, leading to emergent behavior that cannot be easily predicted from the properties of the individual components. This concept is critical in Agile and Disciplined Agile practices, where teams and organizations are viewed as complex adaptive systems that evolve and adapt over time in response to their environment.
PMI Disciplined Agile (DA) Toolkit, which discusses the concept of complex adaptive systems in the context of agile teams and organizational dynamics.
PMI Agile Practice Guide, which explains how Agile frameworks view teams and organizations as complex adaptive systems to embrace change and continuous improvement.
Which of the following roles would fall under that of a "specialist" on a Disciplined Agile Delivery Team?
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.
A scrum master needs to set up a team for a long-term project that has the potential for significant budgeting and tracking overhead.
What type of team should the scrum master set up?
A long-standing team is best suited for a long-term project with the potential for significant budgeting and tracking overhead. In Disciplined Agile (DA), a long-standing team is a stable, cross-functional team that remains intact over time and works on various projects or continuous delivery of value. This type of team reduces overhead associated with forming and disbanding teams and allows for more consistent tracking, budgeting, and management of resources. Additionally, long-standing teams develop stronger team dynamics and improve performance over time due to their stability.
B . A project team is typically temporary and disbanded once the project ends.
C . A cross-functional team is a characteristic of many Agile teams but does not specifically address the need for long-term stability.
D . A shared services team supports other teams by providing specialized skills but is not focused on long-term projects with budgeting needs.
What are the three phases common across project life cycles? (Choose three)
In Disciplined Agile (DA), the three common phases across project life cycles are Inception, Construction, and Transition. 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.
PMI, 'Choose Your WoW! A Disciplined Agile Delivery Handbook for Optimizing Your Way of Working (WoW),' which outlines the DA life cycles, including Inception, Construction, and Transition phases.
PMI's Disciplined Agile Toolkit, which describes these phases in detail and their relevance across different types of project life cycles.
