Leadership in the Age of Agility – Part 3 By Mark Schwartz “Courage, I say, is the value most needed by Agile IT leaders.” – Mark Schwartz Last Time in Part 2 Enterprise Architecture: The job of IT leaders 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 strategic objectives and produce investment themes that accomplish those objectives. When combined with Agile and Lean practices, this approach can focus IT planning, reduce risk, eliminate waste, and provide

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 the Agile4Defense GitHub page at: https://git.io/JeaOu Enterprise Architecture Enterprise Architecture, the domain of the IT bureaucrats, is the place we must look for the solution to our Agile challenges zombies to retrieve our golden asset, careful to carry mirrors to avoid petrification. Good luck, Agile fellows. In the past: We viewed EA as primarily concerned with standardization, consistency, planning

rare combination: a deep thinker who has also applied lean, Agile, and DevOps principles at the highest level, leading an extraordinary Agile transformation in the US Federal Government at USCIS. In this we have locked ourselves into a frame of reference that is getting in our way as we try to become Agile. This frame of reference includes the notions of project, systems, application, investment, architecture all of these changes – all of the problems with plan-drive approaches, all of the advantages of Agile approaches – is a confusion about how to deal with uncertainty and risk. What I call the “contractor-control

Open Discussion on Project Planning Planning in an Agile Environment Key Tenets  Planning should focus strongly on the near term  Eliminate waste caused by planning for eventualities that never come detailed plans beyond a program’s ability to control or accurately predict future circumstances o Agile methodology does not force programs to establish their full scope, requirements, and design at the and user stories to 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

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

Handbook – Part 1 & 2 1. Preface xi a. Myth—DevOps is Only for Startups: b. Myth—DevOps Replaces Agile c. Myth—DevOps is incompatible with ITIL d. Myth—DevOps is Incompatible with Information Security employee happiness 2. one of the best predictors of short lead times was small batch sizes of work b. Agile, Continuous Delivery, and the Three Ways 7 c. The First Way: The Principles of Flow 15 i. MAKE OUR 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

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

is an organizational software engineering culture and practice that aims at unifying software development (Dev), security (Sec) and operations (Ops). The main characteristic of DevSecOps is to automate Automate as much of the development and deployment activities as possible.  Adopt common tools from planning and requirements through deployment and operations.  Leverage agile software principles and frequent updates over larger, more sporadic releases.  Apply the cross-functional skill sets of Development, Cybersecurity, and Operations throughout the software lifecycle, embracing a continuous monitoring

that cannot be compared easily”  Experiment: Economist Subscription, Errands for Pen and Suit  Agile tie-in: Size and cost estimation – does anyone really know in absolute terms how many SLOC it will words, social relationships are not easy to reestablish”  Experiment: Daycare Late Pickup Policy Agile tie-in: Customer collaboration over contract negotiation, monetary bonuses vs. recognition and appreciation be as effective as the dictatorial treatment, but it can help push us in the right direction.”  Agile tie-in: Scrum and the use of time boxes The High Price of Ownership – Why We Overvalue What We Have

 SAFe in 7 minutes - https://www.youtube.com/watch?v=RXzurBazN-I Scaled Agile Framework (SAFe): Dean Leffingwell - Agile Software Requirements: Lean Requirements for Teams Programs and the Enterprise Enterprise (2011) and Scaling Software Agility: Best Practices for Large Enterprieses (2007) Implementing agile practices at enterprise scale Synchronizes alignment, collaboration and delivery for large numbers cadence  HIP Program  Built on Scrum, except scaled up  self-organizing, self-managing team-of-agile-teams  release trains  working off a single backlog of features, driven by vision and roadmap