constraints, and objectives to determine the right structure and methods to apply. Agile requires a set of processes, roles, and culture that will take time to employ. This guide is intended to show how government-contractor teams. Agile cannot solve all of the DoD’s IT acquisition challenges, but offers a set of principles that can help reduce cycle times and risks to deliver IT in a complex environment. culture change. While Agile does impose some rigor, the method does not consist of simply following a set of prescribed processes, but is designed to allow dynamic, tailored, and rapidly evolving approaches

needs, and did the “rigorous” up-front analysis and centralized planning that could then be used to set boundaries for developers when they began a project. In other words, a vehicle for control. But standardization immediately, but also lets us validate the features that have been deployed.  we would carefully set boundaries for planning. A detailed plan is a less effective basis for governance than validated learning a product to market, the more risk we assume.  our governance decisions would not be based on a set of required requirements, but instead on high-level objectives. Instead of telling the project team

schedule your recurring maintenance.  Do define a primary purpose and measure it.  Do process map.  Do focus on Quality first.  Do start a book club. Book List  Scaling Lean & Agile Development:

responsible for ensuring meets or exceeds…requirements…from start to finish b. CREATE A VALUE STREAM MAP TO SEE THE WORK i. Gain concrete understanding of how work is performed ii. Focus investigation and

Let’s ask a question that has a chance to actually change things: “What is the set of incentives that drives bad behavior?” I truly doubt that any of the Beltway bandits sees themselves as bad people departments every week: “We’re updating our process for how our agencies submit plans for investment. We set the goal that every week we’re going to change one thing. We’re taking an incremental approach. We

meetings • No eating • No preening How does it work? 1. Choose a task you’d like to get done 2. Set the Pomodoro for 25 minutes 3. Work on the task until the Pomodoro rings 4. When the Pomodoro rings interruption 3. Make accurate estimations of how many Pomodoros you need for a certain activity 4. Set a timetable according to your to-dos, to your time, or even to the seasonWhy does this work? (Theory)

to running your plant successfully cannot be determined precisely ahead of time The hike is a set of dependent events in combination with statistical fluctuation. Each is fluctuating in speed, but moved from one bowl to the next. The dice represent the capacity of each resource, each bowl; the set of bowls are my dependent events, my stages of production. Each has exactly the same capacity as the

reference includes the notions of project, systems, application, investment, architecture, skill set, and accountability. We have, to be honest, made a jumble of these concepts. IT as an Asset: Second with that of a desired outcome. What gets tossed over the wall for the team to solve should not be a set of requirements: it should be an objective, an envisioned outcome that would add business value.

for Procuring Digital Services Using Agile Processes All structures (standard C, IDIQ, BPA, GWAC, set-aside, etc.) can support Lean-Agile contracts All types (FFP, T&M, CPFF, CPAF, etc.) can support Lean-Agile

already working within the organization itself, rather than looking to outside best practices. • Set barriers - these limit behavior and the system can self-regulate within the boundaries & barriers