DAF Practice Test 10 — 10 Questions

Question 1

Why should a team periodically review their 'Way of Working' even if everything seems to be working well?

Accepted Answer

Because context is dynamic and a 'fit-for-purpose' WoW needs to evolve.. A Way of Working (WoW) is only 'fit for purpose' relative to the current context — team composition, technology, market conditions, stakeholder expectations, and organizational constraints all shift over time. Even when things appear to be working well, periodic inspection and adaptation of the WoW ensures it continues to serve the team rather than becoming stale or misaligned with new realities. This reflects the underlying agile principle of inspecting and adapting at the process level, not just the product level.

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To keep the documentation current for auditors.

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To justify the team's existence.

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Because management requires it.

Question 2

In the context of the DA toolkit, what does the term 'Process Goal' represent?

Accepted Answer

A set of decision points that teams need to address.. In the DA toolkit, a Process Goal represents a set of decision points that teams need to address as they work — it is not a prescribed practice or a metric. Each process goal (such as 'Improve Team Velocity' or 'Address Risk') identifies decisions the team must make and offers a catalog of techniques to help make them. This makes option A the correct definition.

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A list of KPIs to measure team performance.

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A project management certification level.

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A specific set of practices that must be adopted.

Question 3

Why does DA suggest that teams should start with their 'current' process?

Accepted Answer

Because it's a more pragmatic and less disruptive way to evolve.. DA suggests starting with the current process because it is a more pragmatic and less disruptive way to evolve. By understanding and improving existing processes incrementally, teams can avoid the risks and resistance associated with radical change. This approach aligns with DA's philosophy of continuous improvement and respect for existing context.

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Because it's the only way the PMO will approve.

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Because all current processes are already perfect.

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Because it's the easiest way to do nothing.

Question 4

A team is transitioning to a 'Disciplined Agile' way of working. They need to handle 'Governance'. How is governance defined in DA?

Accepted Answer

Lightweight and integrated into the workflow. In Disciplined Agile, governance is defined as lightweight and integrated into the team's workflow, not as a separate, heavyweight control layer. It is a continuous, collaborative activity that ensures the team is doing the right thing in the right way, and it is owned by the team and its stakeholders. This makes governance compatible with agile delivery rather than opposed to it.

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A set of strict, compliance-driven checkpoints

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Something that happens only during the final release

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The responsibility of a separate audit department

Question 5

Which is a common symptom of a 'bottleneck' in a Lean workflow?

Accepted Answer

A queue of work building up before a specific process step.. In Lean, a bottleneck is the process step with the least capacity, causing work to accumulate in front of it. The visible symptom is a queue of work-in-progress (WIP) building up before that step, which increases lead time and hides problems. Identifying and relieving bottlenecks (e.g., via Theory of Constraints) is central to Lean flow.

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Very short cycle times.

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High employee satisfaction levels.

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The team having no work to do.

Question 6

What is the primary Lean goal of 'Visual Management'?

Accepted Answer

To make the status of work and problems immediately apparent.. Visual Management in Lean uses physical or digital displays — kanban boards, andon cords, status lights, charts — to make the state of work and the presence of problems immediately obvious to anyone, without needing to ask. The goal is rapid detection and response: when a problem is visible, it can be swarmed and solved before it propagates.

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To track employee attendance.

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To reduce the amount of paper used in the office.

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To entertain the team during meetings.

Question 7

Why might a team intentionally choose a 'Lean' lifecycle over a 'Scrum' lifecycle in the DA toolkit?

Accepted Answer

Because their work context is better served by continuous flow than by iterations.. A team might intentionally choose a Lean lifecycle over a Scrum lifecycle in Disciplined Agile because their work context is better served by continuous flow than by iterations. Lean lifecycles are ideal for work that arrives continuously, such as support or maintenance, where fixed-length iterations may not be suitable. This choice aligns with DA's principle of context-sensitive agility.

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Because they want to avoid retrospectives.

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Because it's easier to implement.

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Because the DA toolkit suggests it for every team.

Question 8

Your organization is struggling with siloed teams. How does DA suggest breaking these silos?

Accepted Answer

Implement cross-functional teams and coordination. Disciplined Agile suggests breaking down silos by implementing cross-functional teams and coordination mechanisms. Cross-functional teams bring together individuals with diverse skills to work on a shared goal, reducing handoffs and dependencies, while coordination practices (such as communities of practice, scrum of scrums, or DevOps) ensure alignment across teams.

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Report all silos to HR

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Force all teams to use the same tool

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Mandate daily meetings for everyone

Question 9

Which of the following is an example of an 'Agile' feedback loop?

Accepted Answer

Conducting a product demo with stakeholders. An Agile feedback loop is any mechanism that shortens the cycle between producing work and receiving validated input from stakeholders, enabling course correction. Conducting a product demo with stakeholders is a classic feedback loop because it puts working product in front of real users or sponsors and generates actionable input that feeds the next iteration.

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Having the team work independently on features

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Creating a Gantt chart of the project timeline

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Sending a weekly status email to the project sponsor

Question 10

Which TWO of the following are considered key factors when tailoring your Way of Working within the Disciplined Agile framework?

Accepted Answer

The size of the team.. In Disciplined Agile, tailoring the Way of Working (WoW) is driven by the context of the team and the work, and two recognized key factors are the size of the team (option C) and the complexity of the solution being built (option D). Team size matters because it directly affects coordination, communication, and which lifecycle and practices are viable — for example, a small co-located team can use lighter-weight practices than a large distributed team. Solution complexity matters because more complex, high-risk, or regulated solutions demand more deliberate practices such as architecture modeling, testing, and governance. By contrast, the executive sponsor's personal preference (A) is not a legitimate tailoring factor, the project management tool's software vendor (B) is irrelevant to WoW selection, and the time of year the project starts (E) has no bearing on how the team should work.

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The personal preference of the executive sponsor.

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The specific software vendor of your project management tool.

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The time of year the project starts.