technologies and operations, including the challenges associated with information assurance. Agile development practices can help the DoD to transform IT acquisition by delivering capabilities faster and responding in an increasingly complex environment. Agile has emerged as the leading industry software development methodology, and has seen growing adoption across the DoD and other federal agencies. Agile practices tailoring program structures and acquisition processes to the program characteristics. Agile development can achieve these objectives through:  Focusing on small, frequent capability releases 

AI Will Likely Do in Ten Years, per ChatGPT Source: ChatGPT (5/15/25) AI = Circa 2035?36 AI Development Trending = Unprecedented37 Machine-Learning Model* Trending = In 2015... Industry Surpassed Academia Models by Sector – 2003-2024, per Stanford HAI Annual New Notable Machine-Learning Models AI Development Trending = Unprecedented38 AI Developer Growth (NVIDIA Ecosystem as Proxy) = +6x to 6MM Developers to reach 2 million.’ Source: NVIDIA blog posts, press releases, & company overviews +6x AI Development Trending = Unprecedented Global Developers in NVIDIA Ecosystem (MM) – 2005-2025, Per NVIDIA39

production instances v. Keep developers’ environments most current e. MODIFY OUR DEFINITION OF DEVELOPMENT “DONE” TO INCLUDE RUNNNING IN PRODUCTION-LIKE ENVIRONMENTS i. In general, the longer the interval frequently as possible i. WRITE OUR AUTOMATED TESTS BEFORE WE WRITE THE CODE (“TEST DRIVEN DEVELOPMENT”) i. TDD – Kent Beck as part of Extreme Programming 1. Ensure the tests fail – “Write a test ii. Implemented Trunk-based development & CI 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

INFRASTRUCTURE i. Remove the silos of information – Developers don’t just log what’s interesting to development. Operations don’t just monitor what’s up or down. ii. Modern Monitoring architecture 1. Data iii. More exotic - Fast Fourier Transforms or Kolmogorov-Smirnov 4. Ch. 16 – Enable Feedback So Development and Operation Can Safely Deploy Code a. USE TELEMETRY TO MAKE DEPLOYMENTS SAFER i. Actively monitor Prevent upstream work from locally optimizing at the expense of the entire value stream – Everyone (development, managers, architects, ops, etc.) in the value stream shares responsibility for handling operational

when we have an annual schedule for software releases, where an entire year’s worth of code that Development has worked on is released to production deployment. Like in manufacturing, this large batch release 1. In the book Implementing Lean Software Development: From Concept to Cash, Mary and Tom Poppendieck describe waste and hardship in the software development stream as anything that causes delay for result. The following categories of waste and hardship come from Implementing Lean Software Development unless otherwise noted: a. Partially done work: b. Extra processes: c. Extra features: d.

feasible.  History – How I Got Here?  Contentious relationship existed between development and operations.  Left development because I was frustrated that it took so much time to get my products into production team wasn’t the same as the game time team.  Segregated technical and business functions  Development  Operations (Operational Waterfall)  Infrastructure Ops  Product Ops  Product Management related to product configuration and deployment  Built a strong relationship with development (built empathy)  Development began to see operational issues, and usability problems  The relationship is

contractor-control model. But it doesn’t. Requirements: Requirements are a way of controlling the development team by constraining their creativity. Instead of requirements, we want to charge the team—the changes to the whole ball of EA.  It has a robust, automated regression test suite, so that new development does not cause expensive break-fix activity.  It has good monitoring tools in place.  It is it. This obvious fact is neat, plausible, and in most cases, wrong. The economics of software development have changed: Changed in a way that now favors “building” over “buying.” There are now ways of

and when we realize that the costs and risks of custom development have been radically reduced, the economics often now favor custom development. Governance and Oversight: Governance has traditionally Cross-functional and team-based: It used to be natural for ops specialists to do ops, developers to do development, and testers to do testing. Now, crossover skills are increasingly important. On a delivery team interest of shipping code. If there is a backlog in exploratory testing, people who normally do development will help test. Software engineers will oversee their code in production and help make changes

Silver Bullet – Essence and Accident 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 used, and tested”Who 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 software problem • Buy versus build • Requirements refinement and rapid prototyping • Incremental development – grow, not build, software • Great designersRequirements refinement and rapid prototyping •