This can lead to suggested updates in hardware, business and organizational processes, and overall organizational structures. Agile and lean teams are self-organizing, which means that the people who do the work are the ones who plan and estimate it. They must still work in an enterprise aware manner that reflects the priorities of their organization, and to do that they will need to be governed appropriately by senior leadership. Disciplined originally supported an agile (scrum-based) project lifecycle and a Lean (Kanban-based) project lifecycle. It has since been extended to support six lifecycles:  DAD is described as a collection of twenty-one process goals, or process outcomes. These goals guides teams through a leaner process decisions to address the context of the situation they face. It enables teams to focus on outcomes and not on process compliance and on guesswork of extending agile methods. It enables scaling by providing sophisticated-enough strategies to address the complexities you face. These five primary roles in the disciplined agile delivery are typically found regardless of scale. These supporting roles are introduced (sometimes on a temporary basis) to address scaling issues.