acquisition framework for information technology (IT) that can keep pace with rapidly changing technologies and operations, including the challenges associated with information assurance. Agile development acquisition by delivering capabilities faster and responding more effectively to changes in operations, technology, and budgets. This guide provides DoD acquisition professionals with details on how to adopt Agile working software over comprehensive documentation  Responding rapidly to changes in operations, technology, and budgets  Actively involving users throughout development to ensure high operational value

substance of the project. The Agile way to deal with uncertainty is to create options and then “buy” information to more accurately assess probabilities. Traditional teams attempt to drive out uncertainty by experiments.  When we encounter a risk, we should think of something we can do that will help us gain information to mitigate it. We build something, measure results, and thereby learn enough to cope with the because the end result of doing so is that we can make a decision more quickly and with more good information available.  “Failing” in this sense is simply an efficient process we use to select among alternatives

Replaces Agile c. Myth—DevOps is incompatible with ITIL d. Myth—DevOps is Incompatible with Information Security and Compliance: e. Myth—DevOps Means Eliminating IT Operations, or “NoOps” f. Myth—DevOps VISIBLE 1. A significant difference between technology and manufacturing value streams is that our work is invisible. Unlike physical processes, in the technology value stream we cannot easily see where operate as designed. b. automate as much of the quality checking typically performed by a QA or Information Security department as possible c. Gary Gruver observes, “It’s impossible for a developer to

operating an order-taking function. This shift in organizational mindset is critical to any successful technology transformation but requires substantial changes in behavior at every level, and Mark’s thorough are contained in the plans? How will the team move quickly to test those assumptions and gain information to manage the risks? I want to understand their plan for learning.Requirements Requirements simply projects are so-called “modernization projects”— transformational projects undertaken to bring technology platforms up to date.  There is a deeper problem at the root of this dysfunctional transformation

compliance with budget and schedule 2. Experimental Model – every day every exercise and new piece of information is evaluated and debated; more similar to R&D lab. f. REDEFINE FAILURE AND ENCOURAGE CALCULATED handoffs, for non-automated work, as clearly as possible to reduce lead times and errors g. ENSURE TECHNOLOGY CHOICES HELP ACHIEVE ORGANIZATIONAL GOALS i. Balance team productivity against organizational 6: The Technical Practices of Integrating Information Security, Change Management, and Compliance 1. Introduction a. Goal to simultaneously achieve Information Security goals and create high degree of

Scrum. And, in fact, they are. The office of the Chief Information Officer of the State of Washington is responsible not only for what technology is purchased, but how it’s made. The CIO’s office is

Operations (Operational Waterfall)  Infrastructure Ops  Product Ops  Product Management  Every technology under the sun  Solaris, Windows, Linux  Apache, IIS, TCServer, etc.  Oracle, DB2, SQL Server Execution  Load Balancer Node Disablement  OS and Security Patching  Requesting access to technology specific dashboards and consoles.  Aides in troubleshooting and encourages technical learning

and Accident in Software Engineering Mike Ballou“There is no single development, in either technology or management technique, which by itself promises even one order-of- magnitude improvement within mindsPast Breakthroughs Solved Accidental Difficulties“If we examine the three steps in software technology that have been most fruitful in the past, we discover that each attacked a different major difficulty

and improving the defense acquisition process ... Agile in DHS: Bill Pratt, Director Strategic Technology Management, DHS OCTO. (linkedin.com/in/bill-pratt- 2431335)

can try to be more vigilant, force ourselves to think differently about these decisions, or use technology to overcome our inherent shortcomings.” The Truth about Relativity – Why Everything Is Relative