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Introduction to Disciplined Agile Delivery 2nd Edition
A Small Agile Team’s Journey from Scrum to DevOps
by Mark Lines and Scott W. Ambler

2
 Copyright © 2018-2019 Disciplined Agile, Inc.
All rights reserved.
ISBN: 1983891304
ISBN-13: 978-1983891304

v1.1

Dedications

For Louise, Brian, and Katherine

- Mark

For Beverley and Olivia

- Scott

Legal gobbledy-gook: The authors and publisher have taken care in the
publication of this book, but make no express or implied warranty of any kind and
assume no responsibility for errors or omissions. No liability is assumed for
incidental or consequential damages in connection with or arising out of the use of
the information contained herein.

3
 CONTENTS

1 Introduction
2 Reality over Rhetoric
3 Disciplined Agile Delivery In a Nutshell
4 Introduction to the Case Study
5 Inception
6 Construction Iteration C1
7 Construction Iteration C2
8 Construction Iteration C3
9 Construction Iteration C7
10 Construction Iteration C10
11 Transition
12 The Road to Disciplined DevOps
13 Closing Thoughts
Appendix: The Disciplined Agile Toolkit
Index
About The Authors

4
 Acknowledgements
We’d like to thank Beverley Ambler, Rod Bray, David Dame, Matt Everard, Louise
Lines, Glen Little, Valentin-Tudor Mocanu, Kristen Morton, David Shapiro, Paul Sims,
and Michael Vizdos for their feedback and input into the development of this book.
We couldn’t have done it without you.

Illustrations and cover design by Nicole Wolf and Beverley Ambler

Cry Wolf Illustration ([email protected])

5
 1 Introduction
Many organizations are struggling to be successful with mainstream agile
methods such as Scrum. Sometimes the impulse is to give up and try the next great
thing such as Lean or Scaled Agile Framework (SAFe). The reality is that the source
of failure of existing agile adoptions can often be traced to either the misapplication
of core agile principles or a naïve approach to scaling agile and the need to address
enterprise concerns.
Adding to the confusion is the constant bickering in the agile community about
what method is best between Scrum, XP, Kanban, SAFe and others. The reality is
that most organizations can benefit from a number of these strategies, albeit with
some consistency that a common toolkit can provide. This is where the Disciplined
Agile (DA) toolkit comes in.
DA is a hybrid of existing methods that provides the flexibility to use various
approaches as well as plugging some gaps not addressed by mainstream agile
methods. In a nutshell, DA, and more importantly the Disciplined Agile Delivery
(DAD) portion of it that is the focus of this book, is “pragmatic agile.” It describes
proven strategies to adapt and scale agile initiatives that suit the unique realities of
your enterprise, without having to figure it all out by yourself.
The book “Disciplined Agile Delivery: A Practitioner’s Guide to Software
Development in the Enterprise” is currently the definitive guide for DAD, although in
mid-2018 we intend to publish a book tentatively titled The Disciplined Agile
Delivery Playbook which is meant to replace the original DAD book. However, DA
continues to evolve so the most recent material can be found on the DA Blog at
DisciplinedAgileDelivery.com
While the original book on DAD is quite comprehensive in describing the original
vision for the toolkit, it is 500 pages. We felt that it would be useful to summarize
DAD into a quick read to show how it can be applied in a typical situation. That
thinking led to the first edition of this book, published in the summer of 2015. We
have found that organizations that simply take a bit of time to understand what
DAD is, as well as what it is not, see very quickly the obvious benefits of DAD.
We wrote this short book in the hope that after having invested just an hour or
two to learn about what DAD actually is, you are convinced that it is worthwhile to
further investigate the possible fit for DAD within your organization.
Some quick facts about DAD:

DAD is the delivery portion of the Disciplined Agile (DA) toolkit. DAD
provides the foundation for Disciplined DevOps, which in turn leads to
Disciplined Agile IT (DAIT), and then to a Disciplined Agile Enterprise
(DAE). The book An Executive’s Guide to the Disciplined Agile Toolkit
provides an overview of DA as does the appendix at the back of the book.
DA is resonating within organizations around the world. Organizations
that have adopted, or are in the process of adopting DA include large

6
financial institutions, software companies, e-commerce companies,
restaurant chains, government agencies, and many others. By adoption,
we mean either planning or actively implementing it across their entire
organization, not just in one or two teams.
Although DAD was originally developed at IBM, it is now the
intellectual property of the Disciplined Agile Consortium, and is freely
available for use.
The certification program is described at
DisciplinedAgileConsortium.org
DA is not a replacement for existing agile and lean methods. It
complements them and in many cases extends them to be enterprise
ready.

7
 2 Reality over Rhetoric
One of the reasons why DAD is quickly growing in popularity is that it
acknowledges how organizations that are effectively scaling agile are really doing
things. We think that it is important to clear up some of the misconceptions
regarding the hype of agile purism versus what we have found to be really
happening based on both our hands-on experience at many clients around the
world and our comprehensive industry research[1].

Myth Reality
The average agile team spends about one month doing
Agile teams some up-front planning and requirements modeling. While DAD
don’t do seeks to minimize this work, we acknowledge this reality and
requirements or suggest that teams new to agile spend a few weeks in an
planning Inception phase to complete the work in a minimal yet
sufficient fashion.
DAD is a form While DAD acknowledges that some pre-work is required to
of secure funding, amongst other pre-coding activities, DAD
“WaterScrumFall” suggests you minimize the work in Inception. Similarly, while
with lots of DAD recognizes that the common pattern in enterprises is to
upfront planning deploy solutions in a structured fashion, which we describe as
and requirements the Transition phase, the disciplined testing practices in the
(Water), and Construction phase – such as continuous integration – should
testing and minimize the transition effort and end of lifecycle testing. For
deployment at more advanced applications of DAD, the teams may not even
the end (Fall), require an explicit Inception or Transition phase as described in
with Scrum in the DAD’s Continuous Delivery: Agile and Continuous Delivery: Lean
middle lifecycles.
“Governance”
is an agile dirty
word. The agile
Governance is actually a good thing when it’s done in an
concept of self-
agile/lean manner. Sponsors and the enterprise as a whole
organization
deserve to know that their investments are being properly
means that
spent and that the risk of delivery is monitored and controlled,
enterprises
albeit in a lightweight agile fashion. DAD provides specific
should not
guidance to fulfill this responsibility in a relatively painless
interfere with
fashion.
how agile teams
deliver their
software
DAD is DAD is quite simple to adopt especially if your organization
complicated and is familiar with common agile practices. The good news is that

8
would be DAD provides guidance that addresses why some existing agile
disruptive to implementations are struggling and DAD can help to bring these
adopt implementations back on track.
For large organizations that have delivery teams greater
than 100 people, SAFe may indeed be a good fit for some
teams. However, most organizations have a mix of small to
SAFe is THE
medium-sized teams delivering solutions for multiple lines of
solution to
business. In these situations SAFe may not be suitable. While
scaling agile
SAFe is suitable in a specific context, DAD is much more flexible
and adaptable to a broader range of situations in the
enterprise.

9
 3 Disciplined Agile Delivery In a Nutshell
Key Points

DAD is the delivery portion of the Disciplined Agile (DA) toolkit, not
just another methodology
If you are using Scrum, XP, or Kanban, you are already using variations
of a subset of DAD
DAD provides five lifecycles to choose from, it doesn’t prescribe a
single way of working – choice is good
DAD focuses on achieving common goals in an agile manner, not the
production of specific work products nor on following a prescriptive agile
strategy
DAD addresses key enterprise concerns not described by mainstream
methods such as Scrum
DAD is complementary to SAFe, yet far less prescriptive and more
practical for most enterprises
DAD shows how agile works from beginning-to-end
DAD provides a flexible foundation from which to scale mainstream
methods
While DAD’s philosophy is consistent with that of the Agile Manifesto,
it includes additional guidance to be effective in more complex enterprise
situations[2]
It is not difficult to get started with DAD

Many organizations start their agile journey by adopting Scrum because it

describes a good strategy for leading agile software teams. However, Scrum is only a
small part of what is required to deliver sophisticated solutions to your
stakeholders. Invariably, teams need to look to other methods to fill in the process
gaps that Scrum purposely ignores. When looking at other methods, there is
considerable overlap and conflicting terminology that can be confusing to
practitioners as well as outside stakeholders. Worse yet, people don’t always
know where to look for advice or even know what issues they need to consider.
To address these challenges, Disciplined Agile Delivery (DAD) provides a more
cohesive approach to agile solution delivery. DAD is a people-first, learning-
oriented, hybrid agile approach to IT solution delivery. It supports several risk-value
delivery lifecycles, is goal-driven, enterprise aware, scalable, and reflects the
realities of enterprise solution delivery. DAD can and should be used to extend
Scrum to address the critical aspects of software development that Scrum
purposefully leaves up to you.
There are clearly some interesting aspects to DAD:

1. Hybrid. DAD is an agnostic hybrid approach that puts proven

strategies from Scrum, Agile Modeling (AM), Extreme Programming (XP),

10
 Unified Process (UP), Kanban, Lean Software Development, SAFe
and several other methods into context.
2. Full delivery lifecycle. DAD extends the construction-focused lifecycle
of Scrum to address the full beginning-to-end delivery lifecycle, from
team initiation all the way to delivering the solution to its end users.
3. Support for multiple lifecycles. DAD also supports lean, continuous
delivery, and exploratory versions of the lifecycle. Unlike other agile
methods, DAD doesn’t prescribe a single lifecycle because it recognizes
that one process size does not fit all.
4. Complete. DAD includes advice about how development, modeling,
documentation, and governance strategies fit together in a streamlined
whole. We like to say that DAD does the “process heavy lifting” that other
methods leave up to you.
5. Context-sensitive. Instead of the prescriptive approach seen in other
agile methods, including Scrum, DAD promotes what we call a goal-driven
or objective-driven approach. In doing so, DAD provides contextual advice
regarding viable alternatives and their trade-offs, enabling you to tailor
DAD to effectively address the situation in which you find yourself. By
describing what works, what doesn’t work, and more importantly why,
DAD helps you to increase your chance of adopting strategies that will
work for you.

11
 People First: Roles in Disciplined Agile Delivery
As you see in Figure 3.1 DAD suggests a robust set of roles for agile solution
delivery. A common question that we get is what is the difference between primary
and supporting roles? Primary roles exist in all DAD teams regardless of scale.
Supporting roles, however, typically occur only at scale and sometimes only for a
temporary period of time. Another common question that we get is “Why are there
so many roles?” Scrum has three roles – ScrumMaster, Product Owner and Team
Member – so why does DAD need ten? The key issue is one of scope. Scrum mostly
focuses on leadership and change management aspects during Construction and
therefore has roles that reflect this. DAD, on the other hand, explicitly focuses on
the entire delivery lifecycle and all aspects of solution delivery, including the
technical aspects that Scrum leaves out. So, with a larger scope comes more roles.
For example, DAD encompasses agile architecture issues so it includes an
Architecture Owner role. Scrum doesn’t address architecture so it doesn’t include
this role.

12
 Figure 3.1. The roles of Disciplined Agile Delivery.

An Agnostic Hybrid Toolkit

Disciplined Agile (DA) is an agnostic hybrid toolkit that builds upon the solid
foundation of other methods and software process frameworks. The DAD portion of
DA adopts practices and strategies from existing sources and provides agnostic
advice for when and how to apply them together. In one sense, methods such as
Scrum, Extreme Programming (XP), Kanban, and Agile Modeling (AM) provide the
process bricks and DAD the mortar to fit the bricks together effectively as depicted
in Figure 3.2.

13
 Figure 3.2. DAD combines strategies from a range of sources.

One of the great advantages of agile and lean software development is the wealth
of practices, techniques and strategies available to you. This is also one of its
greatest challenges because without something like the DAD, it’s difficult to know
which practices to choose and how to fit them together. Worse yet, many teams
new to agile will treat a method like Scrum or SAFe as if it’s a recipe, ignoring advice
from other sources and thereby getting into trouble.

Choice is Good: Full Delivery Lifecycles

The focus of DAD is on delivery, although remember that other aspects of IT and
your organization still exist such as Data Management, Enterprise Architecture,
Operations, Portfolio Management, and more. A full system/product lifecycle goes
from the initial concept for the product, through delivery, to operations and support
and often includes many iterations of the delivery lifecycle. Figure 3.3 depicts a
high-level view of the DAD lifecycle. The inner three phases – Inception,
Construction, and Transition – form the delivery portion of the lifecycle. During
delivery you incrementally build an increasingly more consumable solution.

14
Figure 3.3. The delivery lifecycle as a subset of the system lifecycle.

15
 Obviously there’s more to DAD than what this high-level diagram shows. DAD,
because it’s not prescriptive and strives to reflect reality as best it can, supports
several versions of a delivery lifecycle. Six versions of the lifecycle follow: an agile
version that extends the Scrum Construction lifecycle with proven ideas from
Unified Process to support early mitigation of risk and lightweight governance; a
lean lifecycle based on Kanban; an agile continuous delivery lifecycle; a lean
continuous delivery lifecycle; an exploratory lifecycle based upon a Lean Start-up
approach; and a program lifecycle for a team of teams. DAD teams will adopt the
lifecycle that is most appropriate for their situation and then tailor it appropriately.
The visual depictions of the lifecycles are shown first, then descriptions follow.

16
Figure 3.4. DAD’s Agile lifecycle.

17
Figure 3.5. DAD’s Continuous Delivery: Agile lifecycle.

18
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