PMI DASM Dumps - Pass the Disciplined Agile Scrum Master Exam in 2026

The eight principles of Disciplined Agile (DA) provide a foundation for making sound decisions within an agile framework. The correct principles are:

Delight Customers: Focus on delivering high-quality products and services that meet or exceed customer expectations.

Be Awesome: Encourage team members to be the best they can be and create an environment that enables them to excel.

Pragmatism: Apply practical approaches and techniques that are most suitable for the given context.

Context Counts: Understand that every situation is unique, and practices should be tailored accordingly.

Choice is Good: Promote multiple ways of working and allow teams to choose the most appropriate techniques.

Optimize Flow: Focus on improving the flow of work to maximize efficiency and minimize waste.

Enterprise Awareness: Ensure teams understand and align with the organization's broader goals and strategies.

Organize around products/services: Structure teams and workflows around delivering value to customers through products or services.

Therefore, the correct answer is B. Delight Customers, Be Awesome, Pragmatism, Context Counts, Choice is Good, Optimize Flow, Enterprise Awareness, Organize around products/services.

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.

In Disciplined Agile, a good Team Lead (or Scrum Master) should act as a servant leader, supporting and enabling team members to succeed. When a team member is falling behind, the appropriate response is to have a conversation with the team member to understand what is getting in their way and work together to find solutions. This approach fosters an environment of trust and collaboration and helps to identify and remove impediments that may be affecting the team member's performance. The goal is to address the root cause of the issue and provide support, rather than assigning blame or creating discomfort.

PMI Disciplined Agile (DA) Toolkit, which emphasizes servant leadership, coaching, and supporting team members to overcome obstacles.

PMI, 'Choose Your WoW! A Disciplined Agile Delivery Handbook for Optimizing Your Way of Working (WoW),' which discusses the role of the Team Lead in fostering a supportive and collaborative team environment.

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.

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.