PMI Disciplined Agile Senior Scrum Master (DASSM) Exam DASSM Exam Dumps: Updated Questions & Answers (October 2025)

The primary purpose of creating a Minimum Viable Product (MVP) is toestablish the validity of a hypothesisby testing a prototype with real customers. In Disciplined Agile, an MVP is a minimal version of a product designed to test assumptions and learn about market needs with the least amount of effort and resources. By putting a prototype in front of customers, teams can validate or invalidate their hypotheses, gather user feedback, and make informed decisions on future development. This aligns with the lean and agile principle of delivering value quickly and efficiently while minimizing waste. Other options, like committing to continuous improvement or creating a marketable product, are secondary to the core purpose of hypothesis validation through MVPs.

The Continuous Delivery Lean life cycle is suitable when there is an experienced team working on a product or service where the requirements change frequently, potentially daily. This life cycle supports frequent deployments and quick feedback loops, making it ideal for environments where requirements are dynamic and evolve rapidly. Options A, D, and E do not align with the conditions that necessitate a Continuous Delivery Lean approach, as they involve either less experienced teams or slower-evolving requirements.

In Disciplined Agile, the responsibility for determining the "Way of Working" (WoW) falls primarily on the team members. Disciplined Agile promotes a self-organizing team structure, where team members collaboratively decide on the practices and processes they will use, tailored to their unique context. While roles such as the Product Owner or Team Lead may provide input or guidance, the decision is ultimately a team-driven process. This approach empowers teams to choose the most effective ways of working to meet their goals. Thus, "B. Team members" is the correct answer.

The purpose of an iteration retrospective in Disciplined Agile (DA) is to reflect on the recent iteration and identify areas of improvement, successes, and challenges. The retrospective allows the team to transfer knowledge, insights, and process improvements to subsequent iterations, fostering continuous improvement. This helps the team become more effective and efficient over time.

Option B relates to a daily stand-up, Option C involves iteration planning, and Option D pertains to an iteration review or demo, not a retrospective.

References:

PMI’s Disciplined Agile Senior Scrum Master (DASSM) curriculum materials.

"Choose Your WoW! A Disciplined Agile Delivery Handbook for Optimizing Your Way of Working (WoW)", PMI.

The Disciplined Agile framework emphasizes that long-standing product teams are generally more effective than ad-hoc or project-based teams. This is because stable, cross-functional teams develop stronger relationships, improve collaboration, and build a deeper understanding of the product and customer needs over time. Long-standing teams can leverage their accumulated knowledge and experience, resulting in higher productivity and better quality outcomes. This aligns with the DA's principles of fostering team continuity and encouraging long-term team formation to improve agility and efficiency within organizations. The DA approach supports a team-based way of working rather than frequent team reorganization, which can disrupt team dynamics and reduce effectiveness.

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For an Agile or Lean project team, the aim of the Transition phase is to ensure that the solution is ready to be released to stakeholders and then appropriately manage its release. The Transitionphase involves finalizing the work, preparing for deployment, and ensuring that all aspects of the solution meet the necessary quality standards for delivery. While testing (A), communicating the release (B), and applying continuous deployment practices (C) are important activities, the primary aim of the Transition phase is to make sure that the solution is ready for release and to handle the release effectively.

The "Definition of Done" (DoD) is a checklist that specifies the criteria that must be met for a user story or product increment to be considered complete by the team. It provides a shared understanding among team members and stakeholders of what it means for work to be finished. The DoD ensures that all user stories meet a minimum quality standard and are ready for production or release. It is not related to when the team is done with the iteration (B) or with estimating user stories (C).

In the Disciplined Agile framework, the principle of "Context Counts" emphasizes the importance of tailoring practices to fit the specific situation or context of the team. In this scenario,the team decided to skip the daily standup meetings because they were co-located, and the meetings were not adding value. This is an example of making a context-specific decision based on the team's unique circumstances, which aligns with the DA principle of "Context Counts." Options A (Being awesome), B (Enterprise awareness), and D (Choice is good) do not accurately capture the rationale behind the decision to modify the practice based on context.

The primary risk addressed by thestakeholder vision milestoneisthat your primary stakeholders agree to your strategy. This milestone ensures alignment and consensus among key stakeholders regarding the project's overall vision, goals, and strategic approach. Achieving this agreement is critical to securing buy-in, support, and commitment from stakeholders, which helps to mitigate the risk of misalignment and conflicting expectations as the project progresses. Other risks, like architectural strategy viability, business case viability, or a realistic release plan, are addressed by other specific milestones or checkpoints in the Disciplined Agile framework.

Disciplined Agile (DA) encourages embracingdiversitybecause diverse teams bring a wide range of perspectives, experiences, and ideas, which can foster innovation and creativity. Diverse teams are better equipped to solve complex problems, adapt to changing environments, and meet varied customer needs. While diversity can sometimes lead to more challenging discussions, it ultimately contributes to higher-quality outcomes.

Options A (reaching consensus faster) and B (mandates) are not primary reasons within the DA framework. Option D (allowing everyone to do what they want) does not reflect a structured Agile approach.

References:

PMI’s Disciplined Agile Senior Scrum Master (DASSM) curriculum materials.

"Choose Your WoW! A Disciplined Agile Delivery Handbook for Optimizing Your Way of Working (WoW)", PMI.