an Agile Approach Agile represents a radical shift from industrial age processes to a modern management and development approach suited to the digital age. Agile practices help to make progress and information. However, Agile is not a panacea: it does not promise to solve all IT and program management problems, and may not be appropriate for use in all cases. Even successful adoption of Agile practices the government context, Agile represents a good development approach when customizing an existing system or commercial off-the-shelf (COTS) product, or building a small-scale or self-constrained application

Development  Operations (Operational Waterfall)  Infrastructure Ops  Product Ops  Product Management  Every technology under the sun  Solaris, Windows, Linux  Apache, IIS, TCServer, etc.  homogenization and assimilation – no snowflakes  Deployment methodologies, automation, monitoring, and management tested continuously. Steve Barr steve.barr@csgi.com @srbarr1 Overall Quality improvements, “it” DEG and 3rd Party Application Installations  Route Adds – requires heightened security access  Database Data Script Execution  Load Balancer Node Disablement  OS and Security Patching  Requesting

“finished” late.  This, as we know, is based on the outdated idea that we define the scope of the system ahead of time and keep working until we deliver it. That is precisely what we do not do in an Agile consequences. In the plan-driven model, quality was easier to understand.  We specified what the system should do, and then measured quality as adherence to that specification.  The opposite of a defect say that we are deciding between two different open source products for building a piece of the system and do not know enough of their impacts to make the choice. In the old-school way of making the

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 a decade said it?Frederick Brooks Jr. • Joined IBM in 1956 • Manager for the development of the IBM System/360 family of computers and the OS/360 software package • In 1975, published The Mythical Man-Month: abstract away its complexity often abstract away its essence • Not only technical problems but management problems as well comes from the complexity • It creates the tremendous learning and understanding

and last, that the business should be thought of as a community, or perhaps as a Complex Adaptive System, which needs to be led and managed through an inspect-and- adapt, feedback-and-vision-oriented approach seek feedback on its work? How will it solicit feedback and guidance from management? How frequently will it engage management? I want to make sure that we have an understanding on how my input and feedback dysfunctional transformation cycle. It lies, I believe, in our distinction between the development of a system and its operation and maintenance.  Dividing our IT spending into development and maintenance buckets

Accidents are due to the inevitable design problems in complex systems that we build; they are system problems – not individual problems iii. Effective practices 1. Blameless post-mortems 2. Controlled “could have” a. These are counterfactual statements b. Frames the problem 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 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 THROUGH CODIFIED

time through incremental investments.  Managing the EA asset is an art, just as all strategic management is an art. Just as the CMO must sense market opportunities, weigh tactics for communicating with systems that preserve many of the advantages of buying off the shelf.  The risk of developing a system incrementally and altering it based on user feedback is often lower than that of buying a finished change.  The advantages of the agility that can be gained through a flexible, changeable, custom system —a smooth rather than a lumpy EA, as we put it in the last chapter—are becoming morecompelling, and

features, driven by vision and roadmap  product and release management, release planning  program psi objectives  common sprint lengths - system continuous integration  architectural runway Portfolio Portfolio  business epics  architectural epics  kanban epic system – limit WIP  program portfolio management, enterprise architect  value streams  investment themes - provide operating budgets for

dings Agile and EVMS They Can Co-exist! ( per John McGregor Deputy Director for Earned Value Management, PARCA, Office of the Assistant Secretary of Defense for Acquisition) https://www.acq.osd.mil/evm/ quantum to an ‘Agile Team Iteration’ • Execute each PI • Measure progress biweekly via system demo • PI System Demo is the major contract event • Measure, evaluate, Inspect and Adapt • Increase, improving the defense acquisition process ... Agile in DHS: Bill Pratt, Director Strategic Technology Management, DHS OCTO. (linkedin.com/in/bill-pratt- 2431335)

consistent, & secure c. CREATE OUR SINGLE REPOSITORY OF TRUTH FOR THE ENTIRE SYSTEM i. ALL parts (code & environments) of the system are shared in a version control repository ii. Version control is for When a change causes the build or automated tests to fail: 1. No new work is allowed to enter the system until the problem is fixed. 2. Bring in whatever help is needed to resolve the problem iii. Prioritize tests of the integrated system as a whole 3. Work towards single-piece flow iii. Trunk & state of Deployment Pipeline represents & communicates the current state of the system iv. Modified Definition