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View Posts By:

Scott Ambler
Glen Little
Mark Lines
Valentin Mocanu
Daniel Gagnon
Michael Richardson
Joshua Barnes

Recent Posts

Failure Bow: Choosing Between Life Cycles Flowchart Update

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

Evolving Disciplined Agile: Guidelines of the DA Mindset

Categories: Evolving DA, Guideline, mindset

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 guidelines help us to be more effective in our way of working (WoW) and in improving our WoW over time. In this blog posting we explore the eight guidelines:

  1. Validate our learnings. The only way to become awesome is to experiment with, and then adopt where appropriate, a new WoW. In guided continuous improvement (GCI) we experiment with a new way of working and then we assess how well it worked, an approach called validated learning. Being willing and able to experiment is critical to our process-improvement efforts. 
  2. Apply design thinking. Delighting customers requires us to recognize that our aim is to create operational value streams that are designed with our customers in mind. This requires design thinking on our part. Design thinking means to be empathetic to the customer, to first try to understand their environment and their needs before developing a solution. 
  3. Attend to relationships through the value stream. The interactions between the people doing the work are what is key, regardless of whether or not they are part of the team. For example, when a product manager needs to work closely with our organization’s data analytics team to gain a better understanding of what is going on in the marketplace, and with our strategy team to help put those observations into context, then we want to ensure that these interactions are effective. 
  4. Create effective environments that foster joy. Part of being awesome is having fun and being joyful. We want working in our company to be a great experience so we can attract and keep the best people. Done right, work is play. We can make our work more joyful by creating an environment that allows us to work together well. 
  5. Change culture by improving the system. While culture is important, and culture change is a critical component of any organization’s agile transformation, the unfortunate reality is that we can't change it directly. This is because culture is a reflection of the management system in place, so to change our culture we need to evolve our overall system. 
  6. Create semi-autonomous self-organizing teams. Organizations are complex adaptive systems (CASs) made up of a network of teams or, if you will, a team of teams. Although mainstream agile implores us to create “whole teams” that have all of the skills and resources required to achieve the outcomes that they’ve been tasked with, the reality is that no team is an island unto itself. Autonomous teams would be ideal but there are always dependencies on other teams upstream that we are part of, as well as downstream from us. And, of course, there are dependencies between offerings (products or services) that necessitate the teams responsible for them to collaborate.
  7. Adopt measures to improve outcomes. When it comes to measurement, context counts. What are we hoping to improve? Quality? Time to market? Staff morale? Customer satisfaction? Combinations thereof? Every person, team, and organization has their own improvement priorities, and their own ways of working, so they will have their own set of measures that they gather to provide insight into how they’re doing and, more importantly, how to proceed. And these measures evolve over time as their situation and priorities evolve. The implication is that our measurement strategy must be flexible and fit for purpose, and it will vary across teams. 
  8. Leverage and enhance organizational assets. Our organization has many assets—information systems, information sources, tools, templates, procedures, learnings, and other things—that our team could adopt to improve our effectiveness. We may not only choose to adopt these assets, we may also find that we can improve them to make them better for us as well as other teams who also choose to work with these assets. 

These guidelines are described in greater detail in chapter 2 of Choose Your WoW!.  

 

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 30, 2020 10:04 AM | Permalink | Comments (4)

Evolving Disciplined Agile: Promises of 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)

Evolving Disciplined Agile: Principles of the DA Mindset

Categories: Evolving DA, mindset, Principle

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 principles provide a philosophical foundation for business agility.  They are based on both lean and flow concepts.  In this blog posting we explore the eight principles.  

  1. Delight customers. We need to go beyond satisfying our customers' needs, beyond meeting their expectations, and strive to delight them.  If we don't then someone else will delight them and steal our customers away from us. This applies to both external customers as well as internal customers.
  2. Be awesome. We should always strive to be the best that we can, and to always get better. Who wouldn't want to work with awesome people, on an awesome team for an awesome organization?
  3. Context counts. Every person, every team, every organization is unique.  We face unique situations that evolve over time.  The implication is that we must choose our way of working (WoW) to reflect the context that we face, and then evolve our WoW as the situation evolves. 
  4. Be pragmatic (reworded from Pragmatism). Our aim isn't to be agile, it's to be as effective as we can be and to improve from there.  To do this we need to be pragmatic and adopt agile, lean, or even traditional strategies when they make the most sense for our context.
  5. Choice is good. To choose our WoW in a context-driven, pragmatic manner we need to select the best-fit technique given our situation.  Having choices, and knowing the trade-offs associated with those choices, is critical to choosing our WoW that is best fit for our context.
  6. Optimize flow. We want to optimize flow across the value stream that we are part of, and better yet across our organization, and not just locally optimize our WoW within our team. Sometimes this will be a bit inconvenient for us, but overall we will be able to more effectively respond to our customers.
  7. Organize around products/services (new).  To delight our customers we need to organize ourselves around producing the offerings, the products and services, that they need. We are in effect organizing around value streams because value streams produce value for customers, both external and internal, in the form of products and services.  We chose to say organize around products/services, rather than offerings or value streams, as we felt this was more explicit.
  8. Enterprise awareness. Disciplined agilists look beyond the needs of their team to take the long-term needs of their organization into account.  They adopt, and sometimes tailor, organizational guidance.  They follow, and provide feedback too, organizational roadmaps.  The leverage, and sometimes enhance, existing organizational assets.  In short, they do what's best for the organization and not just what's convenient for them.

These principles are described in greater detail in chapter 2 of Choose Your WoW!.  In the next blog in this series we will explore the promises 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 24, 2020 12:00 AM | Permalink | Comments (8)

Evolving Disciplined Agile: The DA Mindset

Disciplined Agile Mindset

As I posted recently, the new version of our book Choose Your WoW! is now available.  With this new release we have evolved the Disciplined Agile (DA) tool kit, and one of the things that we have updated is our approach to describing the DA Mindset.  In this blog posting I overview our previous approach to describing the DA mindset and then describe our new strategy, which is summarized in the diagram above.

Our Previous Approach to Describing the DA Mindset

Until recently, we described the DA mindset as the combination of the DA Principles and the DA Manifesto.  The DA Manifesto in turn was described in terms of five values and 17 principles behind the manifesto.  The DA Manifesto was based on the Manifesto for Agile Software Development, or more colloquially known as the Agile Manifesto.  

Three issues motivated us to move away from this approach:

  1. It was a bit confusing given that there were two levels of principles. We had originally developed the DA Manifesto in 2010 to reflect our belief that the Agile Manifesto wasn't sufficient for enterprise-class software development, let alone to support business agility. Over the years we evolved the DA Manifesto to reflect our learnings. Then around 2015 we found that we needed a layer above the DA Manifesto to capture key aspects of the DA mindset with respect to business agility, hence the DA principles.  At this level the term principles made the most sense, even though the DA Manifesto had principles at a lower level.  
  2. The Agile Manifesto was too constraining. The Agile Manifesto was written in 2001.  While it was an incredibly important milestone for both the software world and now the business world, we've found that we need a more robust strategy.  We've also found that some people struggle with why we would even need to extend the Agile Manifesto at all, or wanted to extend it in different ways, and we've grown tired of debating various nuances of the various extensions. It is time to move on.
  3. FLEX proved that a different approach works.  When PMI decided to merge Al Shalloway's FLEX into DA one of the benefits was that we are able to benefit from Al's deep experience and thinking that is encapsulated in FLEX. The mindset behind FLEX wasn't based on the values and principles of the Agile Manifesto but instead on concepts based on lean and flow.  Al had approached the same problem from a different direction and had found a different way to communicate very similar concepts.  So we worked it through and developed our new approach.

 

Our New Approach to Describing the DA Mindset

Our new approach to describing the DA Mindset is straightforward: We believe in these principles, so we promise to adopt these behaviours and follow these guidelines when doing so. There is a purpose for each aspect of the mindset:

  • Principles. The principles provide a philosophical foundation for business agility.  They are based on both lean and flow concepts.  
  • Promises. 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.  
  • Guidelines. These guidelines help us to be more effective in our way of working (WoW) and in improving our WoW over time.

We will soon be updating DA pages on PMI.org and the Disciplined Agile courseware to reflect the changes being described in this blog series.  Our strategy is to let the books lead, in other words we updates to a relevant book and then shortly afterwards release updates to related material.  

Future postings in this series explore the principles, promises, and guidelines behind the DA Mindset in greater detail.  

 

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 20, 2020 10:27 AM | Permalink | Comments (8)

Evolving Disciplined Agile: Process Overview Diagram

Categories: Evolving DA, FLEX

Choose Your WoW! book coverWe have recently updated our book, Choose Your WoW!, which overviews the Disciplined Agile (DA) tool kit and provides a detailed description of the Disciplined Agile Delivery (DAD) portion of it. Our primary goal was to bring the book into PMI publications so that we could offer it on PMI marketplace.  We also wanted to share with you the changes that we're making to the rest of the DA tool kit.  

In this blog I will focus on the changes that we've made to the DA Overview diagram.  Figure 1 shows the previous version of the diagram and Figure 2 our updated version.  When PMI purchased Disciplined Agile in August 2019 we had several streams of evolution underway at the time, all of which are reflected in Figure 2.  PMI also purchased Net Objectives so that we could merge their FLEX framework into DA, forming what has now become the Value Streams layer of DA.  Al Shalloway and I will go into more detail on this in future blog postings.

 

Figure 1. The previous Disciplined Agile overview diagram.

Disciplined Agile Overview - 2017

 

Figure 2. The new Disciplined Agile (DA) overview diagram.

Disciplined Agile Overview - 2020

In addition to modernizing the look of the diagram, you'll notice several important changes:

  1. We simplified the diagram.  We simplified the Disciplined Agile Delivery (DAD) layer into a single process blade.  Figure 1 shows the six lifecycles supported by DAD, but we've consistently heard that this overcomplicates the overview diagram.  The lifecycles still exist but we're not showing them at this level any more.
  2. We've reworked the layers. The original layers (DAD, Disciplined DevOps, Disciplined Agile IT, and Disciplined Agile Enterprise) reflected the order in which the DA toolkit evolved.  The new layers are:
  • The Foundation layer is where fundamental agile and lean concepts; our evolved approach to the DA mindset that is based on principles, promises, and guidelines; roles; and team structures are captured.  This layer encompasses concepts and strategies applicable across your organization.
  • The Disciplined DevOps layer has pretty much remained the same, with the exception of the visual refactoring of the DAD layer into an explicit process blade.
  • The Value Streams layer is where we have merged FLEX into DA.  Very exciting things are happening here that we'll cover in future postings.
  • The Disciplined Agile Enterprise (DAE) layer encompasses the activities that support the value streams that your organization offers to customers.
  1. We've evolved some process blades.  Several process blades of Figure 1 have evolved:
  • Reuse Engineering has become Asset Management to better reflect common enterprise practice.  
  • Procurement has evolved into Vendor Management to reflect the full lifecycle of VM, not just the procurement portion of it.  
  • Program Management has been refactored, with a Program lifecycle being explicitly called out within DAD and Program Management itself elevated out of the software development space to address all aspects of Program Management (as per PMI's existing standard).  
  • DAIT, formerly a layer, has become the Information Technology (IT) process blade which focuses on the coordination of IT efforts across value streams.    
  • DAD is now a process blade rather than a full-fledged layer.  
  • Control was renamed back to Governance.  We had a lot of feedback that Control didn't reflect DA's lean governance philosophy.
  1. We've added some process blades. As you can see in Figure 2, we have introduced 3 new blades:
  • Research and Development, a critical aspect of an organization's capacity to innovate.
  • Strategy, to guide an organization over the long term.  We're adopting many great ideas from PMI Brightline.
  • Transformation, to guide you in organizational change.  We've combined great strategies from our own transformation practices (pre PMI) at Disciplined Agile Inc., those of Net Objectives, and the PMI Brightline transformation strategy.

 As you can see, there is a long list of potential blog topics to describe how DA has evolved, and continues to evolve.  Next up will be an overview of our updated approach to describing the DA mindset. Please stay tuned!

 

Free Downloads

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

Posted by Scott Ambler on: April 15, 2020 06:48 PM | Permalink | Comments (27)
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