releases. Acquisition executives must also streamline the decision process by empowering small, dynamic, government-contractor teams. Agile cannot solve all of the DoD’s IT acquisition challenges, but engineering processes, managing requirements, and developing cost estimates for programs with a dynamic scope. Experience indicates that cultural changes must occur if programs are to implement Agile throughout development to ensure high operational value Agile is built around a culture of small, dynamic, empowered teams actively collaborating with stakeholders throughout product development. Agile

deflection 1. Prevents creation of institutional knowledge about incidents and learning needed to prevent them in the future ii. Use for fact-based problem-solving e. ENABLE CREATION OF PRODUCTION METRICS A/B testing requires fast CD to support ii. Use feature toggles to control experiments, cohort creation, etc. iii. Use telemetry to measure outcomes iv. Etsy open-sourced their experimentation framework

control. Focused on version control and automated environment creation – time reduced from 8 weeks to 1 day b. ENABLE ON-DEMAND CREATION OF DEV, TEST, AND PRODUCTION ENVRIONMENTS i. Major contributing everything is checked into version control 1. Application code & dependencies 2. Environment scripts & creation tools 3. DB scripts and reference data 4. Containers 5. Automated tests 6. Project artifacts

lead times measured in minutes, the constraint usually follows this progression: a. Environment creation: b. Code deployment: c. Test setup and run: d. Overly tight architecture: iv. ELIMINATE HARDSHIPS

stakeholders have a clear and agreed-upon understanding of the desired functions. They offer a far more dynamic approach to managing requirements than large requirements documents.  DON’T treat planning as a

possible run-time behaviors and seek out coding flaws, back doors, and potentially malicious code2. Dynamic Analysis – tests executed while a program is in operation. Monitor items such as memory, functional