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In Disciplined Agile, the Construction phase of the project life cycle is responsible for developing a consumable solution in a collaborative and incremental manner. During this phase, the team iteratively builds the solution, working closely with stakeholders to ensure that the product or service being developed meets their needs and expectations. The Construction phase emphasizes agility, collaboration, and incremental development, where the solution evolves through repeated iterations, incorporating feedback and improvements at each step. This approach helps to minimize risks, adapt to changes, and deliver value more frequently.PMI, 'Choose Your WoW! A Disciplined Agile Delivery Handbook for Optimizing Your Way of Working (WoW),' which describes the Construction phase as the iterative process where the solution is developed incrementally and collaboratively.PMI Disciplined Agile (DA) Toolkit, which outlines the phases of the DA life cycle, including the collaborative nature of the Construction phase.

Disciplined Agile is described as an agnostic hybrid technique that draws upon many different ideas from multiple agile and lean frameworks. Unlike other agile methodologies that prescribe a specific set of practices, Disciplined Agile provides a toolkit that allows teams to choose and tailor their way of working based on their unique context, goals, and constraints. It integrates strategies from Scrum, Kanban, Lean, XP (Extreme Programming), SAFe (Scaled Agile Framework), and other approaches, providing a more flexible and adaptive approach to project management.PMI, 'Choose Your WoW! A Disciplined Agile Delivery Handbook for Optimizing Your Way of Working (WoW),' which describes Disciplined Agile as a hybrid approach that is framework-agnostic and adaptable to different situations.PMI Disciplined Agile (DA) Toolkit, which discusses the agnostic and hybrid nature of DA and its ability to draw upon multiple methodologies.

In Disciplined Agile (DA), Minimum Business Increment (MBI) (A) is a key tool used to sequence work in order to deliver value quickly. An MBI is the smallest piece of functionality that can deliver recognizable value to the business and its stakeholders. By focusing on delivering MBIs, teams can prioritize and sequence their work to release incremental value to customers in a timely manner, reducing time-to-market and allowing for early feedback.Here's a breakdown of why MBI is the correct answer:MBI (A) is specifically designed to deliver real business value with the minimum amount of effort, ensuring that development work is focused on the most impactful features first. It's not just about delivering a working product, but rather delivering the smallest set of functionalities that provide business value, which can be immediately utilized by the organization or customers.The other options have important roles in Agile but are not directly related to sequencing work to deliver value quickly:Minimum Viable Product (MVP) (B): While MVP is crucial for early market testing, it is a broader concept compared to MBI. MVP aims to test the product's viability, but MBI is more focused on delivering incremental business value.Planning Poker (C): A tool for estimating work efforts in Agile but not used for sequencing work.Work in Process (WIP) Limits (D): This technique is related to managing workflow, typically in Kanban, by limiting the number of tasks in progress to avoid overloading the team. While it improves flow, it does not directly prioritize or sequence work based on business value.Therefore, MBI (A) is the most effective technique for sequencing work to deliver value quickly in the DA framework.

In Disciplined Agile (DA), the Team Lead (often equivalent to the Scrum Master role in Scrum) is primarily responsible for ensuring that the team adheres to the agreed-upon practices and builds the product correctly. This involves facilitating the team's processes, coaching team members on agile practices, and helping them remove impediments. The Team Lead is responsible for guiding the team in following the chosen way of working (WoW) and ensuring that the team's processes are efficient, effective, and continuously improving. Therefore, the primary focus is on ensuring that the product is built correctly according to the standards and requirements agreed upon by the team.PMI Disciplined Agile (DA) Toolkit, which defines the role of the Team Lead as the person who ensures that the team follows effective practices and builds the product correctly.PMI, 'Choose Your WoW! A Disciplined Agile Delivery Handbook for Optimizing Your Way of Working (WoW),' which provides insights into the responsibilities of the Team Lead role in DA.

In agile practices, particularly in the context of user stories, the features are typically defined by the INVEST criteria: Independent, Negotiable, Valuable, Estimable, Small, and Testable. 'Achievable' is not a standard feature of a user story. Instead, user stories should be Negotiable (they are not fixed, and details can be discussed), Estimable (it should be possible to estimate the effort required), and Testable (it should be possible to verify whether the story has been implemented correctly). Therefore, 'Achievable' is not one of the features of a user story.PMI Disciplined Agile (DA) Toolkit, which discusses the criteria for writing effective user stories using the INVEST model.PMI Agile Practice Guide, which outlines the characteristics of user stories and the INVEST criteria.

The Product Backlog is the artifact that collects all the work flowing to the team. It is a prioritized list of everything that might be needed in the product, managed and maintained by the Product Owner. The backlog is continuously refined and reprioritized as needed to reflect the changing needs of stakeholders, market conditions, and business priorities.A . Business backlog is not a standard Agile artifact.C . Release roadmap outlines future releases but does not collect all work items.D . Iteration backlog contains a subset of the product backlog items selected for a specific iteration.

The Kaizen feedback loop is commonly summarized as Plan, Do, Study, Act (PDSA). This cycle is used for continuous improvement and problem-solving, where:Plan: Identify a goal or process and plan a change.Do: Implement the change on a small scale.Study: Observe and analyze the results of the change.Act: Decide on necessary adjustments and standardize the successful changes.Other options do not correctly capture the Kaizen loop:A . Plan, Do, Monitor, Study incorrectly places 'Monitor'.B . Plat, Implement Demo, Study mixes unrelated steps.D . Study, Act, React, Demo does not follow the correct logical order of the Kaizen feedback loop.Thus, the correct answer is C. Plan, Do, Study, Act.

Disciplined Agile (DA) is defined as a process-decision toolkit that offers a broad range of guidance to help individuals, teams, and organizations streamline their processes in a way that makes sense given their unique context. DA is not a specific methodology; instead, it provides a toolkit that integrates various agile, lean, and traditional strategies, allowing teams to choose the best approach for their situation.A . An agile set of practices promoting autonomy within a PMO is not accurate, as DA is broader than just a PMO.C . An approach that frequently assesses change is not the specific purpose of DA.D . A methodology exploring various agile and waterfall practices does not accurately represent DA's comprehensive and context-sensitive nature.Therefore, the correct answer is B. It is a process-decision toolkit that provides straightforward guidance to help people, teams, and organizations to streamline their processes in a context-sensitive manner.

In Disciplined Agile (DA), the three common phases across project life cycles are Inception, Construction, and Transition. These phases reflect the iterative and incremental approach of agile methodologies tailored to suit varying contexts.Inception: This phase is about getting things started properly. It includes initial planning activities such as defining the vision, developing a preliminary project plan, identifying stakeholders, securing funding, and setting up the initial environment.Construction: This phase focuses on developing a consumable solution in a series of iterations. The team builds, enhances, and evolves the solution to ensure that it meets stakeholders' needs while remaining aligned with the overarching vision and goals.Transition: The transition phase ensures that the solution is ready for delivery to the end-users or stakeholders. This includes final validation and verification activities, user training, deployment, and addressing any remaining issues.These phases are common in the DA life cycles, reflecting the disciplined approach to managing complexity in various types of projects, from straightforward to highly complex, while supporting adaptability and continuous improvement.PMI, 'Choose Your WoW! A Disciplined Agile Delivery Handbook for Optimizing Your Way of Working (WoW),' which outlines the DA life cycles, including Inception, Construction, and Transition phases.PMI's Disciplined Agile Toolkit, which describes these phases in detail and their relevance across different types of project life cycles.

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.PMI, 'Choose Your WoW! A Disciplined Agile Delivery Handbook for Optimizing Your Way of Working (WoW),' which details the responsibilities of the Architecture Owner, including mitigating technical risks.PMI Disciplined Agile (DA) Toolkit, which provides an overview of the roles and responsibilities within DA, particularly the Architecture Owner's role in managing technical risks.