a modern management and development approach suited to the digital age. Agile practices help to make progress and development more transparent, enabling improved decision making by delivering more timely relationships, DoD-unique processes and regulations, and dispersion of government decision making authority make it impossible for the government to institute the pure Agile environment that exists in the commercial cross-functional teams Implementing these practices will help facilitate the cultural changes necessary to make Agile effective. As noted in the GAO report, several challenges relate to significant differences

with uncertainty and risk. What I call the “contractor-control paradigm” – is really about trying to make risk go away, when risk really the essence of what we do. Complex Adaptive Systems: Fourth and last outcomes valuable to the business? I want to make sure that the team has a clear vision, that they understand the business’s intent, and that they will make decisions within the context of that intent I am not asking what the requirements are, but rather how the team will discover them. I want to make sure the team has a good basis for making value decisions.  How is the team planning to work together

better than plan-driven approaches—it is also the reason why a good IT leader will often have to make “wrong” decisions. An IT leader adds business value by adopting an intelligent attitude toward risk were worried about getting FOC delivered soon;  With an Agile approach, we go this one better—we make sure that we deliver each individual piece of functionality soon.  If it becomes truly necessary chosen to accept—is destroying business value. An IT leader must have the necessary technical skills, make impeccable decisions under uncertainty, and then have the courage to face the consequences. In the

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 it is to make tracking anything easy…We enable engineers to track problem-solving e. ENABLE CREATION OF PRODUCTION METRICS AS PART OF DAILY WORK i. Create infrastructure to make it easy for Dev or Ops to create telemetry for functions built ii. Generate graphs with overlays the information can readily access it without production access or other privileged accounts. ii. Make it highly visible for everyone in the value stream iii. Promotes responsibility 1. The team has

to the failures 3. Enable and encourage people who do make mistakes to be the experts who educate the rest of the organization on how not to make the mistakes in the future 4. Accept that there is always as the system as imagined rather than the system that actually exists 4. Focus on – “Why did it make sense to me when I took that action?” 5. Brainstorm on real, implementable countermeasures – not Simulate and rehearse accidents for practice 1. Schedule the event 2. Give teams time to prepare, make changes, and establish procedures 3. Execute iii. Expose latent defects in the systems and create

working alongside you.” – Mark Schwartz Last Time in Part One Planning: The idea that we should make a plan and then stick to it is a terrible idea in an environment of uncertainty and change. It has and the disadvantages of proprietary products, always evident, are becoming harder to accept. We make this mistake a lot: We organize our business around a product rather than creating IT capabilities deployment tools onto infrastructure that can 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

Agile, Continuous Delivery, and the Three Ways 7 c. The First Way: The Principles of Flow 15 i. MAKE OUR WORK VISIBLE 1. A significant difference between technology and manufacturing value streams performed b. Requiring approvals from busy people who are distant from the work, forcing them to make decisions without an adequate knowledge of the work or the potential implications, or to merely Learning and Experimentation 37 i. culture of fear and low trust 1. workers who make mistakes are punished 2. those who make suggestions or point out problems are viewed as whistle-blowers and troublemakers

organization is to make money.Measurements which express the goal Story: Alex calls Jonah to say he figured out the goal but asks: “In order to know if my plant is helping the company make money, I have all the money the system spends in order to turn inventory into throughput If the goal is to make money, then in terms of the measurements the goal is to reduce operational expense and reduce inventory that time. And that makes an enormously expensive lunch break” Story - Quality control Jonah: “Make sure the bottleneck works only on good parts by weeding out the ones that are defective. If you scrap

usually think of ourselves as sitting in the driver’s seat, with ultimate control over the decisions we make and the direction our life takes; but alas, this perception has more to do with our desires – with commonplace, it does not necessarily mean that we are helpless. Once we understand when and where we may make erroneous decisions, we can try to be more vigilant, force ourselves to think differently about these simultaneously in two different worlds – one where social norms prevail, and the other where market norms make the rules.” o “once market norms enter our considerations, the social norms depart” o “when a social

control by Ops was the highest predictor of both IT performance & organizational performance d. MAKE INFRASTRUCTURE EASIER TO REBUILD THAN TO REPAIR i. Quickly building enables quickly re-creating on tests pass – “Write the functional code until the test passes”3. “Refactor both new and old code to make it well structured” j. AUTOMATE AS MANY OF OUR MANUAL TESTS AS POSSIBLE i. Reduce the reliance on & restore to new environment, swing traffic b. Decouple DB changes from application changes i. Make only additive changes, never mutate existing ii. Remove application assumptions about DB version