Given this lack of well-documented research and of historical examples that other programs could use as models, we sought the views of experts representing diverse acquisition disciplines on how to appropriately framework to apply Agile principles effectively. Figure 1 Agile Acquisition Guidebook Venn Diagram Because there is no single right way to “do Agile,” program managers can adopt the Agile practices programs can iteratively modify their processes to adopt more Agile practices. Despite widespread use in industry, Agile is just starting to take root in federal acquisitions. The DoD has already empowered

resists hard-to-find defects like concurrency errors. Build Versus Buy Everyone knows that in every case under the sun, in any example one can imagine, when rational human beings are making decisions, if expensive than we expect, and take longer to roll out. We pay for features that we don’t actually use.  It resists change—we can’t even change it ourselves, but have to get the vendor to change it. be automatically provisioned. The choice we have to make:  Option 1: These techniques, if we use them correctly, enable a fast try-and-learn cycle in which developers can produce something, get feedback

If it moves, we track it. Sometimes we’ll draw a graph of something that isn’t moving yet, just in case it decides to make a run for it…Tracking everything is key to moving fast, but the only way to do shutdowns 9. 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 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 AS PART OF DAILY WORK i.

approach SMART— Specific, Measureable, Attainable, Relevant, and Time-bound. In other words, they want to use Scrum. And, in fact, they are. The office of the Chief Information Officer of the State of Washington issue standards and guidance to various agencies on how to implement state policy. To do that, they use Scrum. They’ve actually torn down the cubicle walls in their offices and formed into Scrum teams can be felt by the agencies. They actually have something tangible.” “Shippable product,” in their case, means actionable changes to policy. It doesn’t have to be a thing; it just has to be something,

decisions, we 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 dictatorial treatment, but it can help push us in the right direction.”  Agile tie-in: Scrum and the use of time boxes The High Price of Ownership – Why We Overvalue What We Have  Example: Duke basketball sellers and buyers should value the game equally  Observations: o “The first quirk, as we saw in the case of the basketball tickets, is that we fall in love with what we already have.” o “The second quirk

dollar?  What is the value of telling knowledge workers to follow a plan when you are hiring them to use their brains to figure out how to do things best?  What is the value of adhering to a plan that interoperate with the rest of the legacy system. We launch that piece into production and have users use it seamlessly as if it is part of the legacy system.  Then we take another piece out of the legacy to avoid petrification. Good luck, Agile fellows. Build Versus Buy: Everyone knows that in every case under the sun, in any example one can imagine, when rational human beings are making decisions, if

best interests of the Government and is not addressed in the FAR, nor prohibited by law (statute or case law), Executive order or other regulation, that the strategy, practice, policy or procedure is a permissible

INTERNAL OR RESTRICTED, ALL RIGHTS RESERVED © 北京快猫星云科技有限公司 某国内领先的医疗⼤健康产业集团 http://flashcat.cloud/blog/case-flashcat-in-medicine-company/ 痛点： 1. 故障发现慢，主要依赖⽤户保障 2. 缺乏基于业务视⻆的全链路监控，故障定位耗时较⻓ 3. 缺乏对重要故障场景的应急预案的梳理和演练

with higher degrees of assurance 3. Ch. 20 – Convert Local Discoveries into Global Improvements a. USE CHAT ROOMS AND CHAT BOTS TO AUTOMATE AND CAPTURE ORGANIZATIONAL KNOWLEDGE i. ChatOps pioneered at IN SOFTWARE FOR RE-USE i. Don’t store standards and processes in Word or non-actionable documents; leads to fragmentation, fragility, and unmaintainable outcomesii. Transform and use executable forms of tests demonstrate use and behavior of libraries and components ii. Test suite becomes the living documentation of the system specification and represent working examples of API use e. DESIGN FOR OPERATIONS

This also includes pre-production and build processes 9. Tools iv. 2014 State of DevOps Report – use of version control by Ops was the highest predictor of both IT performance & organizational performance increasingly frequent intervals iii. Demonstrated in a production-like environment iv. Ideally, use the same monitoring, logging, and other tools in pre-production environments as in production v. Package the code only once – use the same packages throughout the pipeline 3. Captures the history of events for a build, test results, environments deployed to, etc. a. Use to support audits and compliance