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Evolving Disciplined Agile: Promises of the DA Mindset

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Evolving Disciplined Agile: Guidelines of the DA Mindset

Evolving Disciplined Agile: Promises of the DA Mindset

Evolving Disciplined Agile: Principles of the DA Mindset

Evolving Disciplined Agile: The DA Mindset


Categories: Evolving DA, mindset, Promise


The Disciplined Agile Mindset

In the recent release of Choose Your WoW! we have evolved some aspects of the Disciplined Agile (DA) tool kit.  One of the things we evolved is how we communicate the DA mindset (pictured above). The promises are agreements that we make with our fellow teammates, our stakeholders, and other people within our organization whom we interact with.  The promises define a collection of disciplined behaviours that enable us to collaborate effectively and professionally.  In this blog posting we explore the seven promises:

  1. Create psychological safety and embrace diversity. Psychological safety means being able to show and apply oneself without fear of negative consequences of status, career, or self-worth—we should be comfortable being ourselves in our work setting. Psychological safety goes hand-in-hand with diversity, which is the recognition that everyone is unique and can add value in different ways. The dimensions of personal uniqueness include, but are not limited to, race, ethnicity, gender, sexual orientation, agile, physical abilities, socioeconomic status, religious beliefs, political beliefs, and other ideological beliefs. Diversity is critical to a team’s success because it enables greater innovation. The more diverse our team, the better our ideas will be, the better our work will be, and the more we’ll learn from each other.
  2. Accelerate value realization. In DA we use the term value to refer to both customer and business value. Customer value, something that benefits the end customer who consumes the product/service that our team helps to provide, is what agilists typically focus on. This is clearly important, but in Disciplined Agile we’re very clear that teams have a range of stakeholders, including external end customers. Business value addresses the issue that some things are of benefit to our organization and perhaps only indirectly to our customers. For example, investing in enterprise architecture, in reusable infrastructure, and in sharing innovations across our organization offer the potential to improve consistency, quality, reliability, and reduce cost over the long term.
  3. Collaborate proactively. Disciplined agilists strive to add value to the whole, not just to their individual work or to the team’s work. The implication is that we want to collaborate both within our team and with others outside our team, and we also want to be proactive doing so. Waiting to be asked is passive, observing that someone needs help and then volunteering to do so is proactive. 
  4. Make all work and workflow visible. DA teams will often make their work visible at both the individual level as well as the team level. It is critical to focus on our work in process, which is our work in progress plus any work that is queued up waiting for us to get to it.  Furthermore, DA teams make their workflow visible, and thus have explicit workflow policies, so that everyone knows how everyone else is working. 
  5. Improve predictability. DA teams strive to improve their predictability to enable them to collaborate and self-organize more effectively, and thereby to increase the chance that they will fulfill any commitments that they make to their stakeholders. Many of the earlier promises we have made work toward improving predictability. 
  6. Keep workloads within capacity. Going beyond capacity is problematic from both a personal and a productivity point of view. At the personal level, overloading a person or team will often increase the frustration of the people involved. Although it may motivate some people to work harder in the short term, it will cause burnout in the long term, and it may even motivate people to give up and leave because the situation seems hopeless to them. From a productivity point of view, overloading causes multitasking, which increases overall overhead. 
  7. Improve continuously. The really successful organizations—Apple, Amazon, eBay, Facebook, Google, and more—got that way through continuous improvement. They realized that to remain competitive they needed to constantly look for ways to improve their processes, the outcomes that they were delivering to their customers, and their organizational structures. 

These promises are described in greater detail in chapter 2 of Choose Your WoW!.  In the next blog in this series we will explore the guidelines of the DA mindset.  Stay tuned!

 

Free Downloads

We have made several Disciplined Agile (DA) posters available to you for free download, including a Disciplined Agile Mindset poster.

Posted by Scott Ambler on: April 27, 2020 12:00 AM | Permalink

Comments (7)

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Scott

Great Summary. Those promises totally resonate with me.

RK

Great article, Scott! I wonder though if some of these are aspirations as opposed to promises? An existing team with "normal" enterprise constraints may be unable to achieve one or more of these in a relatively short amount of time, so would calling them "promises" demoralize them?

It is also important to understand that psychological safety goes well beyond "being oneself". It is having the confidence to say what is on one's mind without fear of repercussions - whether that is calling out a "wrong" or surfacing our own assumptions. It is also critical for creating a culture of experimentation within our teams.

Kiron, thanks. They're promises. If the promises are hard to keep due to organizational culture then that's something the organization will hopefully need to address when it can.

As for psychological safety, you're right. Remember that this is a summary article of a deeper discussion.

Kiron, to solve the problem you bring up though, it sounds like a coaching opportunity at both the team and management levels. For the team, help them through the demoralizing part, reminding them that they're on an improvement journey and that the organization isn't yet there. So we'll do the best we can to improve what we can, and hopefully work with others to help them improve too.

For coaching management, refer back to the promises and work through what might be causing the differences between where they are today and where they want to actually get to. They're investing in an agile transformation, so help them to understand at their level what they can do to lead the organization to more effective WoW. Then help them via the guideline "Change culture by improving the system" by working through how they can adopt new behaviours which in turn will motivate the cultural change required to make the promises viable.

Thanks Scott for sharing. This helps to understand more about DA.

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