The Disciplined Agile toolkit is informed by seven core principles that guide individuals, teams, and enterprises as you evolve and optimize your Way of Working (WoW). Each principle informs how discipline is applied to build a solid foundation for business agility as you become more collaborative, adaptable, and ultimately more effective.
What does it mean to be disciplined? To be disciplined is to do the things that you know are good for you, things that usually require hard work and perseverance. It requires discipline to regularly delight your customers. It takes discipline for teams to become awesome. It requires discipline for leaders to ensure that their people have a safe environment to work in.
It takes discipline to recognize that you need to tailor your approach for the context that you face, and to evolve your approach as the situation evolves. It takes discipline to recognize that you are part of a larger organization, that you should do what’s best for the enterprise and not just what’s convenient for you. It requires discipline to evolve and optimize your overall workflow, and it requires discipline to realize that you have many choices regarding how you work and organize yourselves, so you should choose accordingly.
The Seven Principles Behind Disciplined Agile
2. Be Awesome
Awesome teams are built around motivated individuals who are given the environment and support required to fulfill their objectives.
Let’s be as effective as we can be, and that may mean we go beyond being just agile.
Every person, every team, and every organization is unique. Let’s find and evolve an effective strategy given the situation we actually face.
Different contexts require different strategies. Teams need to be able to own their own process and to experiment to discover what works in practice for them given the situation that they face. Having process options to choose from, and understanding the trade-offs of those options, enables you to home in on better options sooner.
Your organization is a complex adaptive system (CAS) of interacting teams and groups that individually evolve continuously and affect each other as they do. To succeed you must ensure that these teams are well aligned, remained well aligned, and better yet improve their alignment over time.
When people are enterprise aware they are motivated to consider the overall needs of their organization, to ensure that what they’re doing contributes positively to the goals of the organization and not just to the sub-optimal goals of their team.
How do these principles relate to the manifesto?
They’re complementary. In 2010 we began developing the Disciplined Agile Manifesto, an update to the Agile Manifesto for Software Development that extended it to reflect the realities faced by modern enterprises. The seven principles above have evolved out of the DA Manifesto and have been influenced by both Joshua Kerievsky’s Modern Agile principles and Alistair Cockburn’s Heart of Agile.
This article is excerpted from Chapter 2 of the book An Executive’s Guide to Disciplined Agile: Winning the Race to Business Agility.
Our extension to the Agile Manifesto to extend it for enterprise-class situations
The foundation for agile software development
Some great foundational ideas from Mary and Tom Poppendieck
Our earlier thinking on this subject