In the case of automated metrics that are difficult to game, then perhaps its possible to compare against that (code quality metrics come to mind). But, management will get what they measure. For example, if they judge teams based on how many defects they fix, chances are pretty good that the team will start identifying relatively trivial defects and then “fix” them to make their metrics looks good. However, if they judge teams based on code quality trends (i.e. Is code quality improving?) they will likely get higher quality code in the long run.

https://www.projectmanagement.com/blog/blogPostingView.cfm?blogPostingID=61916&thisPageURL=/blog-post/61916/Agile-Metrics--Questions-and-Answers#_=_

Long-lived product teams can align around products and services and hence deliver value consistently.

Prefer long-lived dedicated product teams. A very common trend in the agile community is the movement away from project teams to cross-functional product teams. This leads us to the next principle: Organize Around Products/Services.

Team Longevity

This is one of the key decisions when building a team. Teams that stay together long term are most likely to gel and become high-performing teams.

The team lead is a servant-leader of the team, creating and maintaining the conditions that allow the team to be successful. The team lead is also an agile coach, helping to keep the team focused on delivering work items and fulfilling their iteration goals and commitments that they have made to the product owner.

Team Lead. An important aspect of self-organizing teams is that the team lead facilitates or guides the team in performing technical management activities instead of taking on these responsibilities him or herself. The team lead is a servant-leader of the team, creating and maintaining the conditions that allow the team to be successful. The team lead is also an agile coach, helping to keep the team focused on delivering work items and fulfilling their iteration goals and commitments that they have made to the product owner. He or she acts as a true leader, facilitating communication, empowering them to self-optimize their processes, ensuring that the team has the resources that it needs, and removes any impediments to the team (issue resolution) in a timely manner. When teams are self-organizing, effective leadership is crucial to your success.

Product owner represents the team to to the stakeholders and is responsible for roadmap and plan announcements.

Product Owner. In a system with hundreds or thousands of requirements it is often difficult to get answers to questions regarding the requirements. The product owner is the one individual on the team who speaks as the “one voice of the customer.” He or she represents the needs and desires of the stakeholder community to the agile delivery team. As such, he or she clarifies any details regarding the solution and is also responsible for maintaining a prioritized list of work items that the team will implement to deliver the solution. While the product owner may not be able to answer all questions, it is their responsibility to track down the answer in a timely manner so that the team can stay focused on their tasks. Having a product owner working closely with the team to answer any question about work items as they are being implemented substantially reduces the need for requirements, testing, and design documentation. You will of course still have need for deliverable documentation such as operations manuals, support manuals, and user guides to name a few. Each DAD team, or sub-team in the case of large programs organized into a team of teams, has a single product owner. A secondary goal for a product owner is to represent the work of the agile team to the stakeholder community. This includes arranging demonstrations of the solution as it evolves and communicating project status to key stakeholders.

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

Traditional life-cycle models relying on hand-offs may not need high level of skill and discipline

The DAD Life Cycles

The DA tool kit does not prescribe a single life cycle, unlike other agile methods such as Scrum. Every team is in a unique situation, therefore the DA tool kit supports several life cycles to choose from.

In this section we present overviews of each DAD life cycle, each of which links to a more detailed article. The DAD life cycles are:

• The Agile Life Cycle: A Scrum-based Project Life Cycle
• The Lean Life Cycle: A Kanban-based Project Life Cycle
• The Continuous Delivery:Agile Life Cycle
• The Continuous Delivery:Lean Life Cycle
• The Exploratory (Lean Startup) Life Cycle
• The Program Life Cycle for a Team of Teams

https://www.pmi.org/disciplined-agile/lifecycle

Being awesome means that the team operates in a safe environment and can trust each other in trying to do good work. It may not always succeed every single time

Team Lead in Disciplined Agile teams may sometimes be part time

These decision points are part of the Explore Scope process goal.

https://www.pmi.org/disciplined-agile/inception-goals/explore-initial-scope

Exploratory is a lean-startup based life-cycle suitable for this purpose.

The Exploratory (Lean Startup) Life Cycle

This life cycle is followed by agile or lean teams that find themselves in startup or research situations where their stakeholders have an idea for a new product but they do yet understand what is actually needed by their user base.

https://www.pmi.org/disciplined-agile/lifecycle/exploratory-lifecycle