Disciplined Agile Coach (DAC)

What are the five stages of change according to Kübler-Ross?

1. Denial 2. Anger 3. Bargening 4. Depression 5. Acceptance

What is the focus of a DAC?

1. Focus on Teams 2. Serves multiple Teams 3. Identifies better WoW within and crossover teams

What are the four layers of the Disciplined Agile Tool Kit?

1. Foundation 2. Disciplined DevOps 3. Value Stream 4. DA Enterprise (DAE)

The psychological safety model by Timothy Clark?

1. Inclusion Safety 2. Learner Safety 3. Contributor Safety 4. Challenger Safety

Why do people resist to change?

1. Job Security/Status/Authority 2. Working conditions 3. Job Freedom 4. The believe that the change doesn't make sense 5. Exclude from the change initiative 6. Perception of criticism 7. Lack of respect of the leaders making the decisions​

What are the three main goals of a DAC?

1. self-organzing 2. self-learning 3. self-improving

What is the difference between a DAC and a DAVSC? A. A DAC coaches one or more teams using Disciplined Agile, while the DAVSC typically leads transformations and focuses on the value streams. B. A DAC works exclusively with teams while the DAVSC works exclusively with leadership. C. A DAC is often a team member who is performing the team's work, while the DAVSC always acts strictly as an advisor. D. A DAVSC is typically an external consultant/contractor whereas the DAC is typically a full-time emplovee (FTE).

A DAC coaches one or more teams using Disciplined Agile, while the DAVSC typically leads transformations and focuses on the value streams

What Is a DAC?

Ability to universally recognize and apply the DA mindset to any circumstance, team, or challenge.

Paying attention, showing that you are listening, providing feedback, deferring judgment, and responding appropriately are all characteristics of what type of listening? A. Empathetic listening B. Critical listening C. Information listening D. Active listening

Active listening

What are the life cycle offered by DAD

Agile Life Cycle Lean Life Cycle Continuous Delivery Agile DAD Life Cycle Continuous Delivery Lean DAD Life Cycle Exploratory (Lean Startup) Life Cycle Program Life Cycle for a Team of Teams

Which process goal is used to construct and document brainstorming sessions across the enterprise? A. Define Strategy B. Align With Enterprise Direction C. Evolve Way of Working (WoW) D. Coordinate Activities

Align With Enterprise Direction

A team has recently shifted from waterfall project methodology to Kanban methodology and you as an agile coach helped them in adopting the methodology. You have noticed that one of the team members interest seems to be less than usual and she is very quick to challenge others who adopted the change, take a strong stance, and is argumentative on almost a daily basis. She exhibited what type of resistance: A. Confusion about the new way of working B. Fear of using Kanban methodologies C. An entrenched resistance behavior D. She wants to bargain while adopting KANBAN methodology

An entrenched resistance behavior

Which statement best describes a learning organization? A. An organization where everyone is willing to experiment and continually change their strategy to optimize value delivery B. An organization that learns from its mistakes and turns that learning into a competitive advantage C. An organization where the employees are rewarded for learning new skills and applying those skills in their work D. An organization that invests heavily in their employee's continuing education and mandates at least 21 hours of training annually

An organization that learns from its mistakes and turns that learning into a competitive advantage

A DAC worked with five different teams. Two of them were software delivery teams, one from security, two from data management group. They faced the challenges but four of them were able to accept the new way of working. However one data management team and their feedback was that they will stick to traditional approach and coach can't change us in anyway. This is an example of which stage of Kübler-Ross change model A. Anger B. Depression C. Denial D. Bargaining

Anger: they showed anger to the change effort

A DAC is coaching a large program that has been following an agile scaling framework for almost 1 year. It is working well for the most part but they are experiencing problems that are not addressed by the framework. The team members are reluctant to tailor their way of working (WoW) and are afraid that if they fail, they will be blamed for not following the proper procedures. Which two actions should the DAC take? (Choose two) A. Recommend that the program continue to follow the agile scaling framework, trusting that it is only a matter of time until they gain the experience to make the program work. B. Ask whether there are any squads within the program that are willing to experiment with improving their WoW and offer to help them do so. C. Ask to be reassigned to another area in the organization, given that there is no opportunity to help this program team. D. Ask if there are any opportunities to make sm

Ask whether there are any squads within the program that are willing to experiment with improving their WoW and offer to help them do so. Ask if there are any opportunities to make small improvements in the current WoW that would be safe for experimentation purposes.

Which tool can a Disciplined Agile® Coach (DAC) use to identify and reflect on improvement opportunities? A. DAC Playbook B. Improvement board C. Assessment board D. Capture existing ways of working (WoW)

Assessment board

DAC is working with solution development, security and data management teams from the loan processing department of big bank. The solution development team requires a member from the security team to do penetration testing for their software for two iterations. What type of team structure should DAC recommend? A. Keep the team member in the security team and ask him to focus on the solution development team's work during the iteration B. Borrow the team members from the security team for the iteration and ask them to avoid the security team's meetings and focus on the solution development team's work and meetings during the iteration C. Borrow the team members to focus on penetration testing but allow them to attend meetings of both teams D. Add the security team member to the core team of solution development so that he can be available for the two iterations

Borrow the team members to focus on penetration testing but allow them to attend meetings of both

During a change, a team had a feeling that agile methodology is not for them and nothing is working. As a disciplined agile coach, you reassured them that their feelings are normal and with little support and effort, you will be good to adopt the agile way of working. At what stage of the Satir change curve, your approach will work for the team: A. Confusion B. Comfort C. Growth D. Chaos

Chaos ​

During a change, a team had a feeling that agile methodology is not for them and nothing is working. As a disciplined agile coach, you reassured them that their feelings are normal and with little support and effort, you will be good to adopt the agile way of working. At what stage of the Satir change curve, your approach will work for the team: A. Confusion B. Comfort C. Growth D. Chaos

Chaos: In the turmoil/despair/chaos stage, team members need your support and encouragement. Reassuring them that their feelings are normal can help them overcome these emotions and move on to the next stage of growth and confidence.

A Disciplined Agile® Coach (DAC) is coaching one of the BigBank teams that has issues with respect and inclusion. This team was formed over 10 years ago and although there has been substantial turnover, there is still a core group of the original team members. This team has created a way of working (WoW) that they call "Superior Scrum," where team members act in unofficial roles as super-scrum masters (which they define as everyone else doing what they say). How should the DAC proceed to work with this group? A. Coach the team and mentor individual team members to ensure that team members feel they belong, that their contributions are recognized, and a safe environment is fostered for all. B. Pair each of the inner circle team members with one of the newer team members to provide an environment where they can bond and establish a relationship. C. Collaborate with the human resources (HR) department, using th

Coach the team and mentor individual team members to ensure that team members feel they belong, that their contributions are recognized, and a safe environment is fostered for all.

A Disciplined Agile® Coach (DAC) is preparing to coach a product delivery team. The team does not know what is involved with team coaching. What should the DAC use to help explain what the coaching will involve? A. Project charter B. Lean change management C. Coaching contract D. Coaching agreement

Coaching agreement

A Disciplined Agile® Coach (DAC) is working with several teams in a functional area of the organization. Through collaboration and observation, several issues were identified, and an initial improvement backlog has been created. What should the DAC do next? A. Ask the leadership to identify the improvement items that should be worked on first. B. Pick an easy win from the backlog to give everyone a quick sense of accomplishment. C. Collaborate with all of the stakeholders to achieve consensus on which items to work on first. D. Review the items that were identified in the backlog and select the item with the highest value.

Collaborate with all of the stakeholders to achieve consensus on which items to work on first.

The department is comprised of 18 products. These products can be put into three groups: 1:Products in maintenance mode. One single team is responsible for maintaining these products 2:Products that need minor enhancements with minimal dependencies across product lines. Four teams are responsible for maintaining and enhancing these products 3:Products that routinely have significant enhancements and dependencies across those products. Six teams are responsible for these products What should the DAC do to help the product teams operate more effectively? A. Conduct an assessment with each team individually B. Conduct an assessment with each team individually and then conduct a combined session with all teams C. Conduct an assessment with all teams in the product line D. Conduct an assessment with each team, then conduct a combined session with group 2, and another combined session with group 3

Conduct an assessment with each team, then conduct a combined session with group 2, and another combined session with group 3

A lean-agile center of excellence is involved in enterprise wide transformation effort. They realized that it would be great idea to publish a monthly newsletter that acquaint the staff across the portfolios with current transformation effort. This techniques is useful at what level of resistance against change A. Confusion about transformation B. Fear to transformation C. Denial to transformation effort D. Entrenched resistance

Confusion about transformation: Creating a newsletter, discussion forums, websites, Provide opportunities for feedback are all the techniques that can be used to reduce the confusion to change/ transformation.

A DAC is working with an organization that has attempted two agile transformations that failed. The leadership and project teams are skeptical about another transformation attempt. Which two actions should the DAC take to help lessen people's resistance to change? (Choose two) A. Create an information radiator that highlights the willingness of people going through the change. B. Consult the people who are going through the change so they feel more invested in the upcoming changes. C. Ensure that the people who are going through the change are learning new valuable skills that will make them better at their work. D. Define the change process so that the people who are going through the change are the ones who will decide what to change. E. Provide the people who are going through the change with an option not to participate and allow them to work somewhere else in the organization

Consult the people who are going through the change so they feel more invested in the upcoming changes. Ensure that the people who are going through the change are learning new valuable skills that will make them better at their work

A Disciplined Agile® Coach (DAC) is noticing that many of the scrum masters struggle with public speaking, such as in a Scrum of Scrums. Public speaking has also been an area of struggle for the DAC. What should the DAC suggest to the scrum masters? A. Create opportunities for the scrum masters to practice public speaking, such as giving presentations. B. Seek a venue to improve the public speaking abilities of the DAC and invite the scrum masters to participate. C. Provide coaching to the scrum masters on public speaking based on the experience of the DAC. D. Contact human resources (HR) to request public speaking courses for the scrum masters.

Create opportunities for the scrum masters to practice public speaking, such as giving presentations.

Following provides the foundation for business agility, based on lean and flow concepts, as seen by Disciplined agile Select one A. Value stream B. DA Principles C. DA Promises D. DA Guidelines

DA Principles The DA principles provide a philosophical foundation for business agility. They are based on both lean and Flow concepts.

What process should a Disciplined Agile® Coach (DAC) use to set and manage expectations? A. Guided continuous improvement (GCI) B. Choose vour WoW C. Team competencies assessment D. DA coaching agreement

DA coaching agreement

A DAC has conducted some just-in-time training on the four views that describe DC and how they will lead the teams to choose their way of working (WoW). Before the initial session on choosing your Wow, the DAC discussed the value of doing an assessment to identify challenges that can be an input to making choices in the new way of working. Many of the team members are anxious about being assessed. A few shared concerns with their managers and questioned why an assessment will be conducted. What should the DAC do? A. Bring the team together, work through the Assessment process goal diagram, explain the value of decision points, and lead them through the benefits and trade-offs of suitable options to choose from. B. Meet with the managers and BigBank's leadership team to discuss the team's reluctance to the assessment and ask them to support it and inquire if there is anything that the team may not want to disclos

Discuss the value of the assessment with the team, including how not attending to specific practices (competencies) causes challenges that show up in the workflow and day-to-day activities

A Disciplined Agile® Coach (DAC) acknowledges feelings and shows sensitivity for what the team is going through. What trait does this represent? A. Active consciousness B. Emotional intelligence C. Social awareness D. Emotional empath

Emotional intelligence

A DAC analyzed the gaps in the organization. He then created and verified objectives. What should be the next step? A. Coach the teams on implementing the objectives B. Identify and sequence the initial activities to support the objectives C. Establish communities of practice to support and enable transformation D. Explain the impact of the changes to stakeholders

Establish communities of practice to support and enable transformation

A disciplined agile coach suggested that organization should use value stream funding approach instead of funding to the projects. One group of stakeholders was not agreed as they believe that it's too risky and we never practiced this type of funding model before. What type of stakeholders' group typically have this type of opinion: A. Supporting groups B. Development team C. Executives D. Managers

Executives

A DAC has banking domain experience but is new to BB. The DAC will be coaching the personal loans product line. In the first meeting with the loan processing team members, the AC notices that the team has misunderstandings about agile and some potential culture-related issues. What should the DAC do? A. Conduct Disciplined Agile fundamental training combined with a collaborative question-and-answer session in order to provide a safe space to obtain insights into the culture. B. Facilitate a brainstorming session with the team's managers and stakeholders to identify improvement areas, which will provide insight into their mindset and organizational culture. C. Set up a working session with the team and utilize a dynamic impediments board. D. Organize one-on-one sessions with each team member to get to know them and ask questions to get details about the current state.

Facilitate a brainstorming session with the team's managers and stakeholders to identify improvement areas, which will provide insight into their mindset and organizational culture.

A DAC has been working with the BB loan origination team. The team chose the DA Agile life cycle. The team is in the early part of the Construction phase and is making good progress. However, one team member is unwilling to change how they perform work and collaborate with the team. What should the DAC do? A. Escalate this issue to operational management and human resources (HR) as this issue has a high probability of impeding progress. B. Facilitate a discussion about the team member with the entire team and ask them to convince the team member that their behavior is harming the team. C. Work with management to replace the uncooperative team member with someone who wants to adopt DA, which removes the impediment for the team. D. Mentor the team member, discuss the shortcomings of the previous agile approach, and explain the benefits of achieving business agility through DA.

Facilitate a discussion about the team member with the entire team and ask them to convince the team member that their behavior is harming the team.

What do Disciplined Agile teams use to try out new ways of working (WoW) based on proven strategies? A. Kaizen loop B. Guided continuous improvement (GCI) C. Lean change D. Minimum viable change (MVC)

Guided continuous improvement (GCI)

What will help a team with experimenting and evaluating new ways of working (WoW)? A. Guided continuous improvement (GCI) B. Choose your WoW C. DAC Playbook D. Assessment board

Guided continuous improvement (GCI)

A DAC is working with senior leaders across departments and notices that the leaders are struggling to find information on items such as initiative progress or project progress. What should the DAC do? A. Ask the team lead to invite other leaders to iteration planning. B. Task a data scientist to develop dashboards for the leaders. C. Help connect the leaders with visual controls or a shared repository. D. Request the team lead to provide regular status reports to the leaders ​

Help connect the leaders with visual controls or a shared repository.

The DAC realized that prior coaching performed in agile scaling framework activities was poorly done. The DAC will now need to educate the team members. How should the DAC help the team? A. Establish a CoE to enable self-learning and clarity on the scope of value provided by the DAC role and identify high-impact groups that can share knowledge and become self-sustaining. B. Help each team to become self-improving and experiment with minor changes by discontinuing work processes that are not working well and keeping those that have worked out well for the team. C. Explain that the purpose of the coaching is to help and that there is no plan to have long conversations about why DA is better or worse than other approaches. D. Conduct a mini training session on the roles of team leads and project managers, explaining that there are no project managers in agile and that the DAC is not there to tell them what to do.

Help each team to become self-improving and experiment with minor changes by discontinuing work processes that are not working well and keeping those that have worked out well for the team.

How can a Disciplined Agile® Coach (DAC) help to cultivate a psychologically safe environment for a team? A. Encourage the team to foster more team building and interaction among themselves. B. Help the team to establish trust by encouraging them to learn more about each other. C. Send the team lead and the other supervisors to servant leadership training. D. Suggest that the team collaborates on asking the team lead one question a day.

Help the team to establish trust by encouraging them to learn more about each other.

BB has not had a successful experience with coaching. The Scrum adoption lacked coaching support. External coaching support was used for the scaling framework adoption. With this background in mind, how should the DAC proceed? A. Utilize the DAC agreement template from the Transformation process blade DAE layer as a starting point. B. Collaborate with the IT manager to establish an agreement based on who should be coached, the specific kinds of coaching approaches that are required, and where help is needed the most. C. Hold brainstorming sessions with the IT manager and teams that will be coached using the five whys technique or a fishbone diagram to identify the root causes of issues, then develop a plan that provides a coaching agreement. D. Prepare a formal statement of work, which is what an organization like BB will expect, and outline the experience of the DAC and how they will provide what is needed.

Hold brainstorming sessions with the IT manager and teams that will be coached using the five whys technique or a fishbone diagram to identify the root causes of issues, then develop a plan that provides a coaching agreement.

What are the stages of the Satir Change Model?

In the early stages, team members are excited about what lies ahead. Then as they gradually start learning, there is a dip in the curve (confusion/loss) and some ups and downsoccur(turmoil and despair) in the level of acceptance when they begin to realize that the change is difficult and may not be working as they hoped (maybe, agile is not for us). In the turmoil/despair stage, team members need your support and encouragement. Reassuring them that their feelings are normal can help them overcome these emotions and move on to the next stage of growth and confidence. From there, they can advance to mastery (the peak of the curve), having learned a new skill or process, and are now better off for it.

In one of the team meetings of Bank of Mars, the team leader suggests that you cannot try new things as delivery date is most important and we should go as per our tried and tested model. Under which stage of Physiological Safety does the team fall? A. Contributor's Safety B. Learner's Safety C. Inclusion Safety D. Challenger's Safety

Inclusion Safety

A DAC has been attending iteration reviews and retrospectives for a number of development teams. The DAC has noticed that while team members are often meeting sprint goals, they are quiet during retrospectives. Which stage of Timothy Clark's Psychological Safety Model are the teams likely in? A. Challenger safety B. Inclusion safety C. Learner safety D. Contributor safety

Inclusion safety

A DAC is working with multiple teams in an organization. There is an improvement change that involves multiple teams, but it is being resisted by one of the teams even though it appears it will benefit them. What should the DAC do? A. Report this team to management so that they can handle the problem. B. Tell the team they are putting their jobs in danger by opposing the change. C. Create a presentation for the team to show how the change will benefit both the team and the organization. D. Involve the dissenting team in creating a solution so that the team is heard and accepts ownership for the change.

Involve the dissenting team in creating a solution so that the team is heard and accepts ownership for the change

What is the Satir Change Model about?

It gives you a perspective on some of the emotions people go through as they learn a new process or way of working.

What is the Disciplined Agile Enterprise (DAE) layer about?

It is able to sense and respond swiftly to changes in the marketplace. It does this through an organizational culture and structure that facilitates change within the context of the situation that it faces. Such organizations require a learning mindset in the mainstream business and underlying lean and agile processes to drive innovation.

What is the Disciplined DevOps layer about?

It is the streamlining of solution development and operations, and is an enterprise-class approach to DevOps. This layer includes Disciplined Agile Delivery (DAD).

What is the Disciplined Agile Tool Kit about?

It provides straightforward guidance to help organizations streamline their processes in a context-sensitive manner, providing a solid foundation for enterprise agility.

What is the Foundation layer about?

It provides the conceptual underpinning of the DA tool kit

A team chose a metrics that measure time that passes from the start of a process until its conclusion. We measure it from customer perspective. It is.. A. Lead time B. Flow time C. Cycle time D. Through put

Lead time

Per DA toolkit, which change strategy is a good starting point? Select one A. PMI's Brightline Initiative B. Kotter's change management model C. Lean change management D. ADKAR change management model ​

Lean change management Lean change management. It extends Kotter's change management with the Build-Measure-Learn cycle of lean thinking, short feedback cycles, iterative planning, and borrowing many principles and techniques from the Lean Startup method

Two previous agile adoptions did not meet the level of success that BB expected. BB leadership is still skeptical of engaging an external coach. Since. The leadership doesn't understand the need to pay for a consultant to help teams adopt DA. The DA champion brings in a DAC to clarify the value a DAC will provide to the organization. What should the DAC do? A. Leverage the DA implementation roadmap, showing a coach is able to train change agents, executives, managers, and leaders far beyond coaching just the development teams. B. Present the Adoption process blade in the DAE layer and review the value a coach brings to DA adoption. C. Educate the leadership team on what good coaching is and provide assurance that the early adopters of DA will be successful. D. Role-play with the DA champion, showing extensive knowledge while highlighting the fact that a DAC is needed to help the team members achieve success.

Leverage the DA implementation roadmap, showing a coach is able to train lean-agile change agents, executives, managers, and leaders far beyond coaching just the development teams.

A Disciplined Agile® Coach (DAC) meets with the vice president of logistics who describes the culture as having high expectations and valuing professionalism. How should the DAC respond? A. Ask if they understand how this makes employees in the organization feel. B. Listen to their perspective and seek to understand more about the organizational culture. C. Introduce them to different ways organizations can work that do not minimize employee needs. D. Encourage them to learn more about organizational culture by recommending reading from the DA tool kit.

Listen to their perspective and seek to understand more about the organizational culture.

During Guided continuous improvement, a DAC recommended his team that following strategies are good starting point(s) to identify potential improvements. (Choose as many as apply) A. Measure existing WoW B. Retrospective C. Project post-mortem D. Proces modelling

Measure existing WoW Retrospective Project post-mortem Process modelling ​

A Disciplined Agile® Coach (DAC) wants to maximize their effectiveness with the teams being coached. Which three actions should the DAC take? (Choose three) A. Work with the teams to make the backlogs private so that management will actually read their status reports. B. Facilitate problem identification and problem-solving sessions with the teams and relevant stakeholders. C. Organize presentation sessions for the finance department to promote the teams and help them get approval for future budget requests. D. Mentor leadership and management on creating a psychologically safe environment for the teams. E. Help the teams to create and maintain an active mechanism for guided continuous improvement (GCI), F. Make sure the teams celebrate their successes by getting together outside of work

Mentor leadership and management on creating a psychologically safe environment for the teams. Help the teams to create and maintain an active mechanism for guided continuous improvement (GCI), Make sure the teams celebrate their successes by getting together outside of work ​

A Disciplined Agile® Coach (DAC) is working with the BigBank loan origination team and loan processing team. Both teams chose the DA Agile life cycle as the best fit for their context. The two teams are responsible for products that have many dependencies. However, the lack of dependency management between the teams is constricting the potential flow of value that could be delivered. What should the DAC do? A. Lead the product ownership group though the Value Stream Management process blade and identify how both products can be combined into a value stream, which would eliminate or significantly reduce dependencies. B. Train both teams to accommodate dependencies that cannot be eliminated and facilitate discussions using DA guidance, such as the Form Team and Coordinate Activities process goal diagrams, as a starting point. C. Work with enterprise architecture and the teams' architecture owners to reduce tec

Mentor the product owners and product managers to deprioritize enhancements causing the dependencies, which will increase business agility and reduce the time it takes to manage the dependencies

Which are the four views that DA addresses?

Mindset People Flow Practices ​

A DAC has helped a team develop a backlog of challenges to overcome. What tool should the DAC use to visualize the impacts of those challenges so the team can make good decisions on what challenge to resolve next? A. Use a whiteboard to detail the challenges B. Print out the list of challenges and use dot voting C. Post the challenges on a kanban board D. Place the challenges on a team assessment board

Place the challenges on a team assessment board

DA toolkit Guidance is most useful at which stage(s) of PDSA loop of continuous improvement (choose as many as apply) Select one or more A. Plan B. Do C. Study D. Act

Plan Do ​

A DAC is working with a BB team that has a high percentage of contracted team members. He has identified a growing backlog of impediments. The existing contract has performance measures that are based on a predictive approach. The contract for this team is up for renewal. If changes are not made, impediments will continue to grow. What should the DAC do? A. Collaborate with the HR and use the Contractor Management process blade to step through the decision points and explore options. B. Recommend breaking up the current team and forming a new team, to minimize the impact of such a high percentage of contractors on a single team. C. Work with the procurement department to replace the current contractors with others with staff certified in DA. D. Prioritize the impediments, collaborate with procurement and use the Vendor Management process blade.

Prioritize the impediments, collaborate with procurement about the impact of not removing them, and use the Vendor Management process blade to lead a discussion on how to negotiate/manage contracts with partner organizations.

A DAC has been working at BB for 2 months. BB's leadership wants to meet with the DAC to discuss how the adoption of DA is progressing and what the impact has been to the people. What approach should the DAC use to present the progress made? A. Prepare a list of the stakeholders who still don't seem to understand DA for distribution at the next meeting and provide recommendations for the next steps to take. B. Provide a visual that shows the phases people typically pass through and focus on the attributes that are impeding progress, such as denial, skepticism, and confusion. C. Prepare a status report using green, yellow, and red visuals because this has been a time-proven approach at BB and the leadership team reacts best to this type of information format. D. Provide a "one-page profile" on each team member to the leadership team, review the profiles with them, and answer any questions they have.

Provide a visual that shows the phases people typically pass through and focus on the attributes that are impeding progress, such as denial, skepticism, and confusion.

What is the most important quality of a Disciplined Agile® Coach (DAC)? A. Recognize and apply the Disciplined Agile mindset to any situation. B. Master the Adkins Coaching Competency Framework. C. Assist the team to work together in the Disciplined Agile® way. D. Visualize the value streams within the organization.

Recognize and apply the Disciplined Agile mindset to any situation.

A Disciplined Agile Coach is working with a team that works well together and successfully meets its deadlines. The team is satisfied with their WoW and does not see a need to improve, particularly when many other teams have not been as effective as they are What should the DAC do? A. Inform the team that it has been mandated that all leams improve their WoW and that the DAC is there to help each team accomplish this. B. Recognize that this team doesn't need help and that the their time would be better spent helping other teams. C. Help the team to identify potential short-term wins to demonstrate early successes at improving their WoW. D. Have the team adopt Serum to teach them process improvement and then follow guided continueus improvement (CCI) to improve incrementally

Recognize that this team doesn't need help and that the their time would be better spent helping other teams.

A DAC is working with BB and has met with multiple teams. The teams are struggling to understand why they are expected to choose their WoW and why DA is not simply giving them a good starting point for them to use. How should the DAC handle this situation? A. Present scenarios based on previous experiences at other organizations and match the team's situation with a similar scenario for use as a template. B. Collaborate with the enterprise agile coach to learn what worked during the previous scaling framework adoption and build upon that. C. Review the DAD process goals and point out the "bold" option in each process goal, which identifies a starting point and a basic description of how to begin. D. Explain to each team that they are trusted to choose a WoW that will be suitable for them, and the DA training, mentoring, and coaching will help them become self-organizing.

Review the DAD process goals and point out the "bold" option in each process goal, which identifies a starting point and a basic description of how to begin.

A DAC is working with a Dev Team and notices that after a few initial improvements, the team stagnates early. Dailys are mechanical. The team members rarely challenge each other when commitments are missed. Retros are usually tense and no one raises problems to be resolved. What should the DAC do? A. Instruct the team to raise, address, and resolve internal conflicts. B. Set an improvement goal for the team members to achieve. C. Ask the team's manager to lead the team until they improve. D. Allow the team to settle into their current level of performance.

Set an improvement goal for the team members to achieve.

At BigBank, the mindset is to avoid communicating anything that is not positive and only report issues when they far exceed the teams' abilities to resolve them. A Disciplined Agile® Coach (DAC) will teach the teams and the organization the benefits of visualization of information, stressing that the advantages of radiating information inside and outside the team to anyone in the organization far outweigh any harm. What should the DC recommend as they engage with teams in the personal loans area? A. Create an issue list within the agile tool used at BigBank and offer guidance on creating a personal query for people to view all of the information they want. B. Update the status report to a dashboard and retire the traditional red/yellow/green color indicators since they are associated with context pointers that can be misleading. C. Minimize the cost of delay by creating a shared space that each team can use to pos

Set up an impediments backlog and an impediments board for the teams to use.

What is the key component of a successful community of practice (CoP)? A. Focuses on the future B. Provides a foundation for a center of excellence (CoE) C. Shares best practices D. Reduces the walls between workflows

Shares best practices

A Disciplined Agile® Coach (DAC) is coaching a team that has collaborated with another team to identify a new way of working (WoW). The teams believe this new WoW will help them work together more effectively. While the other team is familiar with the technique, it is new to the team the DAC is coaching. How should the DAC proceed? A. Propose that the team considers learning this new skill for a future release and stays on track to meet their current release date. B. Recommend that the team tells the other team that they cannot adopt this new strategy until they bring someone onto the team with the appropriate skills. C. Ask the team to take online training individually so the team can be coached in the future on the new technique. D. Suggest that the team consider the options presented in the Grow Team Members process goal to strategize a way to gain the skills they are missing.

Suggest that the team consider the options presented in the Grow Team Members process goal to strategize a way to gain the skills they are missing.

A Disciplined Agile® Coach (DAC) is working with a team that has successfully experimented with and adopted a technique from the Disciplined Agile® tool kit, which is new to them and the organization. One team member suggested that they offer to hold a public webinar to share their learnings with others, both internal and external to the organization. How should the DAC direct the team? A. Coach the team to focus on outcomes they promised to achieve and not to become distracted from what they are being measured on. B. Remind the team of the principle of enterprise awareness and suggest that they present only to people within the organization. C. Support the idea of sharing learnings with others, suggest that they verify that the organization's policies will allow this, and then coach the team on how to do this. D. Inform the team of the principle "delight customers" and remind them not to share their learn

Support the idea of sharing learnings with others, suggest that they verify that the organization's policies will allow this, and then coach the team on how to do this

BigBank's development teams struggle with determining the root cause of why they cannot deliver value quicker. The culture of BigBank is rooted in having the most senior person on a team determine if there is a problem, figure out how to address it, and then develop the solution. Once the solution is shared with the rest of the team, everyone is expected to fall in line with it. What approach should the DAC use to address this situation? A. Mentor the team lead to be the person who everyone looks to for problem-solving options and expertise. B. Coach the team members to utilize one of the spider diagrams in DA to identify problems and areas for potential improvement. C. Teach them techniques for finding the root cause of a problem as a team so they can agree together on the problem they need to solve. D. Use the Root Cause process goal to review the decision points and discuss whether they should select an option f

Teach them techniques for finding the root cause of a problem as a team so they can agree together on the problem they need to solve.

A team has decided that business analysts will gather requirements using user stories instead of developing and following a detailed business analysis plan. The business analysts accepted the change with some training. This is an example of: Select one: A. This Change is seen as a personal gain. B. Business analysts gained a new skill. C. Team demonstrate an environment of contributor safety. D. Business analysis process has become easier.

Team demonstrate an environment of contributor safety. Team demonstrate an environment of contributor safety. ​

A disciplined agile coach worked tirelessly with a traditional team to adopt agile practices. After some time, few of them slipped back to the predictive approach. What could NOT be a reason for using old ways of working? A. Team showed resistance during change process B. The change process didn't have a buy in by the team members C. The team members have to lose their power and authority D. The coach imposed agile with a stick in hand

Team showed resistance during change process

Which four tools and practices can help empower teams? (Select four) A. Team-building activities B. Self-organization C. Introspective D. GCI E. Communities of practice or guilds F. Generalizing specialists G. DA Tool Kit

Team-building activities Self-organization GCI ​

An enterprise agile coach has a full confidence and support by the executives. The CIO and most of the other executives worked closely with the coach to start the agile transformation initiative. After 3 months, most of the teams were practicing the old way of working. What could be the reason? A The teams were afraid that they"will lose the job. B The working conditions for the team worsen. C Teams were not engaged in the transformation from start. D The teams were not able to work one day from home

Teams were not engaged in the transformation from start.

What element of the Brightline® Transformation Compass provides the anchor for all other elements? A. The North Star, since it provides a compelling case for change B. Disciplined Agile® tool kit, since these tools inform every stage of transformation C. Transformation Operating System, since it provides the framework for change D. Customer insights, since value is oriented toward customers

The North Star, since it provides a compelling case for change

As an agile coach, you want to get the perspective on some of the emotions people go through as they learn a new process or way of working. Which model helps in it Select one: A.The change curve by the satir B. ADKAR Model C. Kotter's change management model of creating a sense of urgency. D. Lewin model of unfreezing, making change and freezing

The change curve by the satir Satir Change Model focuses on the emotional progression of employees by tracking their performance through five stages: 1) Late status quo/comfort 2) Resistance/Loss 3) Chaos/despair 4) Integration/confidence 5) New status quo/Mastery

What is the Value Stream layer about?

The layer encompasses the capabilities required to provide value streams to your customers. It begins, ends, and hopefully continues with a customer. It is the set of actions that take place to add value for customers from the initial request through realization of value by the customers.

A traditional team used to work extra hours for most of the days, however the agile-based change in their current working style helped the team to limit the working hours to school hours. They happily accepted the change. This is an example of: A. The working process has become less burdensome for the team B. The team members considered it as a personal gain C. The team members gained the agile skills D. The team was engaged in the change process

The team was engaged in the change process

A disciplined agile coach assessed the team's current way of working. The team lead complained to the senior management on behalf of the team. What could be the reason? Select one A. DAC assessment will result in loss of team's freedom to choose their way of working. B. The team could be of the opinion that this activity and other change processes do not make sense. C. The team was excluded from the change initiative. D. They perceived that the result of this activity will be used to criticize on their current WOW.

The team was excluded from the change initiative.

A team has spent two weeks over meetings and discussions to make a decision to choose the right technology for a MedTech product. They couldn't reach to solution. What could be the reason? Select one A. There were clear directions and guidance from the team management that reduced the creativity B. Team was semi-autonomous to make this decision C. Everyone was involved in decision making D. There were a lot of technology options to choose from, hence the team is caught in the groan zone.

There were a lot of technology options to choose from, hence the team is caught in the groan zone.

How can disciplined agile coach help the team to move from Groan zone to next stage? A. Choose the right option for the team from different options. B. Ask the team to use creativity and innovation to choose the right option. C. Use emotional intelligence to help the team focus on moving forward D. Ask the team to brainstorm to suggest different options

Use emotional intelligence to help the team focus on moving forward

A DAC is meeting with BB's leadership and a few stakeholders from the personal loans and IT, including the enterprise agile coach. With the exception of the IT department head, none of the other attendees understand what is different about DA. How should the DAC explain the benefits of DA? A. Compare The Scrum Guide, that cannot provide complete guidance to the development teams, to DA, which can provide guidance and support for all of the work they do. B. Use the five whys approach why their Scrum and scaling framework adoptions did not work, which will lead them to discover a root cause that DA can help them resolve. C. Explain that what they consider to be "best practices" are, in reality, very poor choices and make the case for better alternatives by presenting the range of options in the relevant DA goal diagrams. D. Use the DAD process blade to present the options and guidance that DA has.

Use the five whys approach by asking them five times why their Scrum and scaling framework adoptions did not work, which will lead them to discover a root cause that DA can help them resolve.

A DAC has had several one-on-one sessions with BB enterprise agile coach, who appears to be transitioning from uncertainty and skepticism about DAT to curiosity and exploration. The coach leans toward a more prescriptive approach but is showing an interest in DA. What is one step the DAC should take? A. Use a root-cause-analysis approach, proving that the previous scaling framework was the root cause of the failed agile adoptions and explaining how DA is different. B. Use the Continuous Improvement process goal to show improvement strategies, decision points, review trade-offs etc. C. Use DA's comparison to scaling frameworks from the DAE layer's Transformation process blade since the enterprise agile coach has a background in the scaling framework, which should open up further discussions. D. Use the spider diagrams as a starting point to show the coach that the teams will make choices based on their contexts.

Use the spider diagrams in DA as a starting point to show the enterprise agile coach that the teams will make choices based on their attributes and the contexts they face.

A company has realigned the organization into value streams. They are working with backlogs of minimum business increments (MBls) and the customers seem happier. The initial backlog of improvements for the company has been cleared, and work has settled into a routine. What should the Disciplined Agile® Coach (DAC) focus on next? A. Work with individuals and teams within the company to continue creating opportunities to improve their way of working (WoW). B. Coach the senior leaders on organizational transformation so they can take the company to the next level. C. Look for opportunities to create new value streams to continue growing the company's business scope. D. Allow the process to continue as long as the customers are happy and the company is achieving its goals.

Work with individuals and teams within the company to continue creating opportunities to improve their way of working (WoW)

A DAC observes that the teams routinely choose to work in a way that actually slows down the organization's ability to deliver value to their customers. A deeper look reveals that this is because of how their performance is being measured and rewarded. What should the DAC do? A. Show the team how their behavior is responsible for delaying the flow of value in their value stream. B. Ask management to create new work processes that the teams will be required to follow. C. Tell leadership that their performance expectations are too high and that they must lower their targets if they want to maintain team morale. D. Work with leadership and the teams to find replacement measures that more directly support the flow of value in their value stream.

Work with leadership and the teams to find replacement measures that more directly support the flow of value in their value stream.

A Disciplined Agile® Coach (DAC) is working with several teams from different departments. The DAC notices some of the team's objectives work at cross- purposes and do not align well with company initiatives. Which action should the DAC take? A. Conduct training on objective formulation and coordination skills. B. Help the teams to become self-learning so the objectives will become adjusted and aligned. C. Create a cadence of coordination meetings to ensure objectives are synchronized. D. Work with the teams to ensure the objectives align with the company vision.

Work with the teams to ensure the objectives align with the company vision

You are meeting with BigBank's leadership and a few representatives from stakeholders in the personal loan product area, IT department and enterprise coach. There are very few people who understand DA and how it works. How will you convince them to try DA? (Choose as many as apply) A. DA is an effective toolkit that is most effective when it is used for Greenfield transformation. B. You can start the DA toolkit where you are and it will guide you for continuous improvement. C. DA toolkit is equally effective for other business areas along with delivery teams. D. You were experimenting with Agile so far and now are serious to adopt agile therefore DA toolkit should be used.

You can start the DA toolkit where you are and it will guide you for continuous improvement. DA toolkit is equally effective for other business areas along with delivery teams.

As a disciplined agile coach, how do you define the baseline for a team using DA toolkit? A.You set a baseline of the goals and measure your performance against it. B. You define baseline as your 'as is' practices and ways of working and try to improve it. C. You define baseline as your 'to be' practices and ways of working and try to achieve them. D. None of the above.

You define baseline as your 'as is' practices and ways of working and try to improve it

DAC is dealing with a team of most experienced members who take care of a legacy system in the Personal loans product line of Big Bank. The use of a way of working still starts and have a strong belief in it, therefore it is the most recommended approach for other teams that cannot be challenged by others. As a DAC how should you deal with this situation? A You should help other teams to use this superior approach by the team of senior members B The team with senior members has reached to "Ri" stage of the Shu-HA-RI model and therefore they are an authority in choosing the way of working for other junior teams. C You should respect their approach that is in use for long Bas it is based on their long experience D You should try to create an environment of inclusion and psychological safety where everyone can contribute to learn and improve their way of working

You should try to create an environment of inclusion and psychological safety where everyone can contribute to learn and improve their way of working

You are working as DAC with personal loan department teams who are dealing with enhancement and maintenance work of a number of the product. How should you engage the teams? A. Conduct meeting with each individual team and tell them to enlighten with the disadvantage of their current way of workings. B. You have agile and disciplined agile expertise, you should acquaint teams early to how to become an awesome team. C. You should understand teams and big bank culture first and then devise your coaching strategy accordingly. D. Use your experience of the banking sector and provide your previous bank transformation success as a benchmark

You should understand teams and big bank culture first and then devise your coaching strategy accordingly.