acquisition professionals with details on how to adopt Agile practices within each element of their programs, thus helping them to succeed in an increasingly complex environment. Agile has emerged as the programmatic risk, and respond to feedback and changes more quickly than traditional methods. Programs can adopt Agile practices within current policy by tailoring program processes and structure to principles of Agile development specifically to the DoD context. More and more federal acquisition programs have begun to integrate aspects of Agile development into their strategy. Yet the DoD has not

ability to control or accurately predict future circumstances o Agile methodology does not force programs to establish their full scope, requirements, and design at the start, but assumes that these will documents.  DON’T treat planning as a one-time up front activity o In lieu of CDDs and CPDs, programs can develop Requirements Definition Packages (RDPs) to capture a subset of the IS ICD scope and/or

the Federal Government: In speaking to the government officials responsible for overseeing our IT programs—our very own Star Chamber—I frequently heard them say things like, “I want you to tell me what approved to begin. Now the focus shifted to oversight at my level, and, as with many of our Agile programs, we set up a regular cadence for reviews.  Every two weeks, we would have a quick meeting between

Agile Framework (SAFe): Dean Leffingwell - Agile Software Requirements: Lean Requirements for Teams Programs and the Enterprise (2011) and Scaling Software Agility: Best Practices for Large Enterprieses (2007)

specification has to be givenProgram verification • Program verification does not mean error-proof programs • There is no magic here either, mathematical proofs can be faulty • Even perfect program validation

iii. After CI: 40% effort on new features, 40% decrease in development costs, 140% increase in programs under development, 78% reduction in cost per program c. SMALL BATCH DEVELOPMENT AND WHAT HAPPENS