Free Practice Questions for the PMI Agile DASM Exam (2026 Updated)

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 .

In Lean and Agile methodologies, the role of management is to create awesome team environments that foster collaboration, creativity, and high performance. Lean principles emphasize empowering teams, removing obstacles, and creating a culture of continuous improvement and respect. This means management's role is to support the team, provide the necessary resources, and ensure a safe and conducive environment for delivering high-quality work.

A. Ensure documentation is completed is not the primary role of management in Lean.

B. Provide minimum viable products to the team is more related to the responsibilities of product owners or teams, not management.

C. Ensure decisions are not made regionally is not directly related to the core responsibilities of management in Lean.

Therefore, D. Create awesome team environments correctly reflects the Lean management role.

In Disciplined Agile (DA), the Team Member role is primarily responsible for building the product correctly. Team Members are the individuals who directly create the product by writing code, testing, designing, and performing other tasks necessary to deliver a working solution. The Architecture Owner may guide architectural decisions, and the Team Lead may facilitate processes, but it is the Team Members who actively build the product and ensure it meets the required standards and specifications.

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.

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.

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 Disciplined Agile, the Architecture Owner is responsible for mitigating key technical risks . This role focuses on overseeing the architectural integrity of the solution being developed, ensuring that the team makes sound technical decisions that align with the desired architecture and quality attributes of the project. The Architecture Owner helps in identifying and addressing potential technical risks early in the project life cycle, collaborating with the team to adapt the architecture as necessary to mitigate these risks.

This individual works closely with the team to guide architectural considerations, ensures compliance with the chosen architectural strategies, and maintains the overall technical direction of the project. Although they are involved in other cross-functional activities, their primary responsibility is to foresee and address technical challenges that could jeopardize the success of the project.

Disciplined Agile (DA) milestones are based on the concept of Lean governance , which is focused on ensuring that agile practices are aligned with the organization's overall objectives while minimizing bureaucracy. In the DA framework, milestones provide lightweight checkpoints throughout the lifecycle to ensure that the team is on track to meet its objectives and deliver value. These milestones are not about documentation or merely following a predefined lifecycle but are instead focused on achieving business value in a lean and efficient manner.

A. Continuous integration is a practice rather than a basis for milestones.

B. Documentation is not a central focus of DA milestones.

D. Lifecycle refers to the various phases in the DA process, but milestones are specific checkpoints within these phases guided by lean governance principles.

Thus, C. Lean governance is the correct answer, as it embodies the principles upon which Disciplined Agile milestones are established.

In PMI’s Disciplined Agile (DA) framework, process blades refer to modular, process decision-making tools that help organizations optimize their way of working (WoW). They are categorized into three primary areas:

Disciplined DevOps (A) - This blade focuses on streamlining and integrating development and operations activities, with a focus on continuous delivery and automation practices. It encompasses activities such as IT operations, quality assurance, data management, and release management to improve flow and operational efficiency.

Disciplined Project Management Office (PMO) (B) - The Disciplined Agile PMO is designed to oversee and provide governance to an organization's project and product delivery processes. It facilitates strategic alignment and value delivery across teams, ensuring that agile principles are applied at a broader organizational level, and that governance and funding models are adaptable.

Disciplined Agile Delivery (DAD) (E) - Disciplined Agile Delivery is a hybrid agile approach focused on the delivery of software-based solutions. It combines strategies from Agile, Lean, Scrum, and other methodologies to create a flexible and scalable approach to delivery. DAD provides guidance across all stages of solution delivery, from concept to deployment.

These three categories help organizations leverage Disciplined Agile principles by enabling flexible, scalable solutions that can be customized based on their specific context and needs.

The Disciplined Agile mindset includes principles that guide individuals and teams in making decisions and taking actions that align with Agile values and the specific context of their organization. Three principles of the Disciplined Agile mindset are:

B. Enterprise awareness : Encourages teams to work with an understanding of their organization’s goals, strategies, and needs, ensuring alignment and collaboration across teams and departments.

C. Delight customers : Focuses on delivering high value and exceptional service to customers, ensuring that their needs are met or exceeded.

E. Be pragmatic : Involves taking a practical and context-sensitive approach, applying tools and practices that best fit the situation rather than adhering strictly to a particular methodology.

Other options like A. Accelerate delivery and D. Be a servant leader are relevant to Agile practices but are not explicitly stated as Disciplined Agile mindset principles.

Thus, the correct answers are B. Enterprise awareness , C. Delight customers , and E. Be pragmatic .

In Agile, and specifically within the Disciplined Agile framework, the retrospective is a crucial ceremony where the team reflects on their past iteration to identify areas of improvement. The main purpose is to foster continuous improvement by focusing on how the team can better work together moving forward. It encourages open communication, self-reflection, and team accountability, aligning with the agile principles of continuous learning and adaptation.

The other options are incorrect because:

B. Organizing the product backlog is typically done during backlog refinement sessions, not retrospectives.

C. Prohibiting stakeholders from making requests is not the purpose of a retrospective; stakeholder feedback is valuable and is usually gathered during review sessions.

D. Providing the product owner with insights into team dynamics may occur, but it is not the primary goal of the retrospective.

Therefore, the correct answer is A. It allows the team time to focus on how they can better work together moving forward , as it aligns with the continuous improvement objective central to Agile and Disciplined Agile practices.

A well-written user story in agile practices, including Disciplined Agile, describes the customer's perspective . User stories are short, simple descriptions of a feature or requirement from the point of view of the end user or customer. They are intended to capture the "who, what, and why" of a requirement, focusing on the value it delivers to the customer. This perspective ensures that the development team understands the real-world needs and motivations behind the features they are building, allowing them to create solutions that truly meet user needs.