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 practices within each element apply. Agile requires a set of processes, roles, and culture that will take time to employ. This guide is intended to show how the DoD could tailor the Defense Acquisition Framework to benefit from Agile but don’t know how to apply Agile within the unique and complex DoD acquisition environment. This guide seeks to adapt proven principles of Agile development specifically to the DoD context. More and

experienceCoaching JourneyCoaching“I don’t do anything!”Coach • Bulldozer – Remove impediments • Shepherd – Guide back to agile principles • Servant Leader – Serve the team, not you • Performance Guardian – Facilitate Authority Process Authority *Adopted from Agile Coaching Institute Develop them all! Let your style change!Agile Team Stages Learn It Get It Make It Your OwnFrom Shu To Ri • Recognize the ‘Edge’

potential through autonomy and mastery  Agile is a journey, not a place and the Agile Coach is the guide  A coach must have a deep understanding of the Agile Principles and real world experience  Start power of Agile frameworks (Scrum, Kanban) is that they create/sustain these conditions How  Guide people towards applying agile principles within the organization  Do not direct or force individuals

Faults & errors 10. Circuit breaker trips 11. Delays 12. Backup success/failure d. USE TELEMETRY TO GUIDE PROBLEM-SOLVING i. Don’t practice “Mean Time until Declared Innocent” – culture of blame encourages

build & package software, runs automated unit tests, and code quality (static analysis, coverage, style, etc.) 2. Package the code only once – use the same packages throughout the pipeline 3. Captures