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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.
What arc two of the ways that Disciplined Agile provides a solid foundation for business agility? (Choose two)
Disciplined Agile (DA) provides a solid foundation for business agility through multiple mechanisms, including:
B . Defining a framework for agility at scale: DA offers a comprehensive toolkit that supports scaling agile practices across an organization, integrating principles from various agile methodologies to ensure coherence and alignment.
D . Providing guidance to streamline processes in a context-sensitive manner: DA emphasizes tailoring processes to the specific context of the organization, project, or team, rather than applying a one-size-fits-all approach. This flexibility allows organizations to adapt more effectively to change and improve their agility.
A . Enforcing adherence to organizational standards contradicts the DA principle of pragmatism and flexibility.
C . Creating awesome teams that foster joy is beneficial but is not specifically cited as foundational for business agility.
E . Describing trade-offs is part of DA's decision-making framework but not directly a way of providing a foundation for business agility.
Thus, the correct answers are B. Defines a framework for agility at scale and D. Provides guidance to streamline processes in a context-sensitive manner.
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.
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.
What is the first step in choosing your team's way of working?
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.
