Instruction 5000.02 (Dec 2013) heavily emphasizes tailoring program structures and acquisition processes to the program characteristics. Agile development can achieve these objectives through:  Focusing traditional methods. Programs can adopt Agile practices within current policy by tailoring program processes and structure to deliver releases every 6–12 months. The DoD can apply Agile practices to the full 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 the DoD could

between technology and manufacturing value streams is that our work is invisible. Unlike physical processes, in the technology value stream we cannot easily see where flow is being impeded or when work is Implementing Lean Software Development unless otherwise noted: a. Partially done work: b. Extra processes: c. Extra features: d. Task switching: e. Waiting: f. Motion: g. Defects: h. Nonstandard systems, adding more inspection steps and approval processes actually increases the likelihood of future failures. The effectiveness of approval processes decreases as we push decision-making further away

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 knowledge versus private knowledge from emails b. AUTOMATE STANDARDIZED PROCESSES IN SOFTWARE FOR RE-USE i. Don’t store standards and processes in Word or non-actionable documents; leads to fragmentation, fragility

track, at the drop of a hat, without requiring time-sucking configuration changes or complicated processes.” iv. 2015 State of DevOps Report – high performers had MTTR 168x faster than low performers Logging Levels 1. Debug – anything that happens in the program 2. Info – user driven actions or system specific 3. Warn – conditions that could become an error and will likely trigger an alert 4. Error GTP Security & Risk Management group) 1. Authentication/authorization decisions 2. System and data access 3. System and application changes, especially privileged changes 4. Data changes (CRUD) 5. Invalid

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 procedures, etc. 7. Application configuration files 8. 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 continuously ii. Create build & test processes that run in dedicated environments enables: 1. Enables build & tests to run all time, independent of developers 2. Segregated processes so we know the dependencies

come to pass  Streamline processes to enable rapid and frequent delivery of capabilities Planning DOs and DON’Ts  DO establish some high-level planning, requirements, processes, and structure; however concisely define the desired system functions and provide the foundation for Agile estimation and planning. o They describe what the users want to accomplish with the resulting system. User stories help ensure to engage developers, testers, users, and other stakeholders in their disciplined engineering processes. (No ivory towers) While Agile systems engineering involves frequent informal technical and programmatic

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 incremental change. Anderson provides four rules for implementing Kanban: 1. Start with existing processes 2. Pursue incremental, evolutionary change 3. Respect the current process, roles, responsibilities 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

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 assembling best-practice frameworks with continuous user feedback and then continuing to adapt the system over time as the business changes versus buying an undefined stream of future services from a vendor

“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

Stephen Mayner SAFe https://techfarhub.cio.gov/ Handbook for Procuring Digital Services Using Agile Processes All structures (standard C, IDIQ, BPA, GWAC, set-aside, etc.) can support Lean-Agile contracts 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,