Guided continuous improvement is a crucial final step because it emphasizes the need to constantly evolve the WoW.

https://www.pmi.org/disciplined-agile/gci/guided-continuous-improvement

Pull system ensures that the team is not overwhelmed and that their capacity is considered before making commitments

Too much loyalty to prescribed methods may result in a "method prison" which will impede adoption of disciplined agile delivery.

https://www.pmi.org/disciplined-agile/gci/escaping-method-prison

Self-organizing teams are better able to evolve based on the needs of the situation.

https://www.pmi.org/disciplined-agile/mindset/guidelines/agileteams

The tactical scaling factors are team size, geographic distribution, organizational distribution, Compliance, Technical complexity, Domain complexity.

https://www.pmi.org/disciplined-agile/agility-at-scale/tactical-agility-at-scale/scaling-factors

DA roles are meant to be indicative of the broad profiles necessary. It is not intended to be a comprehensive listing of all possible job descriptions in an organization.

https://www.pmi.org/disciplined-agile/process/introduction-to-dad/people-first-roles-in-dad-introduction

Agile projects are evolving and therefore budget requirements also will evolve over a period of time

Product management and Marketing usually work closely with each other to come up with a compelling business roadmap for the organization's offerings.

https://www.pmi.org/disciplined-agile/process/product-management

https://www.pmi.org/disciplined-agile/process/marketing

The Product owner is the gateway to funding for a team.

https://www.pmi.org/disciplined-agile/product-owner

The DA principle states that we deliver valuable solutions continuously from many times a day to every few weeks with the aim to increase the frequency over time.