This is the governing body for certification in Disciplined Agile.
LIVE CHAT 24 HOURS PER DAY
Version looks great to me... just a few minor thoughts:
Page 2, 6th sentence: 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. …could consider changing approach to WoW since this book is about WoW ;)
Page 4, Context Counts, paragraph 2, sentence 2: “…The factors are organized them into … remove “them”…
Page 5, 2nd paragraph: “The leading agile method, Scrum…” could consider changing leading to most recognized or some other descriptor…
Page 11, DA principle 2: “Welcome emerging requirements, even late in the solution delivery lifecycle. Agile processes harness change for the customer’s competitive advantage”. Should “customer” be changed to “stakeholder”?
Jaco, good point. We do map the selection factors in more detail in chapter 7. Will add the reference.
In "Figure 2.2. Context factors that affect WoW choices", I said to myself, great picture. I would like to understand this better. Especially how to map the lifecycle factors to delivery cycles. However, I realised this is a principle discussion. Therefore a link or reference to where you will discuss this in more detail might be great.
We've just released a new version of Chapter 2 based on your feedback.
Thank you very much.
Really good chapter….
One small item to consider adding would be a bullet in the section starting on Page 13 – And a Few More Great Philosophies:
Get comfortable with transparency. Being agile and doing agile pull back the covers on what you and your team are really doing. Not everyone is comfortable with this. Organizations with traditional methods have a lot of water melon projects – green on the outside and red on the inside. The only way to become awesome is to experiment with new ways of working. Validated learning that an experiment did not work (fail) is good, and sharing that so others learn from your experience is great.
Principle: Be Awesome – “coincidence”
I just want to share some references that mark a great coincidence about DA viewpoint and one of the human’s evolution specialists. What makes Sapiens awesome? Which were the keys traits that make him conquers the most challenging environments from the very ancient times and later build a civilization? It was – according to the specialists:
Imo these viewpoints are convergent because DA carefully selected and included what really works from industry experience.
Homo sapiens developed a new ecological niche that separated it from other hominins, July 30, 2018
Defining the ‘generalist specialist’ niche for Pleistocene Homo sapiens, Patrick Roberts & Brian A. Stewart, Nature Human Behaviour; volume 2, pages542–550 (30 July 2018)
Principle: Be Awesome - individuals, teams. organizations
All the concepts that make individuals awesome need to be applied also to the teams. Teams need to collaborate, evolve and learn. We cannot be awesome individuals if our team is not being awesome (or is in the way of becoming one). Idem for team-organization.
We've just posted Chapter 2: Being Disciplined. It overviews the 7 principles of DA, something we first covered in the Exec guide. More interesting, we think, is an update to the Disciplined Agile Manifesto. Some big changes there. Plus there's an overview of Lean principles and a few other good ideas.
Looking forward to your feedback.
© 2013-2020 Project Management Institute, Inc.
14 Campus BoulevardNewtown Square, PA 19073-3299 USA