insight on their successes and failures. We welcome your questions and feedback on the guidebook so that future editions can continue to advance Agile strategies and techniques across DoD. Please contact executives emphasize the need to tailor policies and processes for greater effectiveness, few can do so successfully. This guide provides DoD acquisition professionals with details on how to adopt Agile end state and the way that goal facilitates transition to future operations. It allows adaptation, so that a mission can continue even when the operation does not go as planned. For Agile, the overall

Schwartz “To the talented and hard-working government employees, so resilient in the face of impediments, criticism, and abuse. I have so much fun working alongside you.” – Mark Schwartz Last Time in without requiring 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 human beings are making decisions, if an IT product can be acquired “off the shelf,” it is better to do so than to build it. This obvious fact is neat, plausible, and in most cases, wrong. The economics of

still a given, but we want to drive out as much as we can until it stops being cost-effective to do so. We can take this as yet another definition of what it means to be Agile. Why do people feel like becomes truly necessary to hit a schedule milestone, then we can adjust our scope to be sure that we do so. The importance that we have attached to the timing of FOC is just another example of the misconception are comfortable with the ideathat we will break things in testing, because the end result of doing so is that we can make a decision more quickly and with more good information available.  “Failing”

loops. The goal of almost any process improvement initiative is to shorten and amplify feedback loops so necessary corrections can be continually made. The outcomes of the Second Way include understanding fifty percent idle. The wait time is fifty percent divided by fifty percent, so one unit of time. Let’s call it one hour. So, on average, our task would wait in the queue for one hour before it gets worked would wait in queue nine times longer than if the resource were fifty percent idle.” I conclude, “So, for the Phoenix task, assuming we have seven handoffs, and that each of those resources is busy ninety

robots. Alex tells Jonah the robots increased efficiency by 36%. Jonah starts asking questions: So your company is making 36% more money? No Was your plant able to ship even one more product per day off or reduce operating expenses? No, there is a union… Did your inventories go down? I don’t think so… Jonah ends the conversation with the question: “Alex, you cannot understand the meaning of productivity else ahead of it ● Wait time - the time the part waits, not for a resource, but for another part so they can be assembled togetherFor parts that are going through bottlenecks, queue is the dominant

Transform logs/events into metrics to enable statistical analysis iv. Adrian Cockcraft – “Monitoring is so important that our monitoring systems need to be more available and scalable than the systems being an engineer to implement, it is certainly important enough to generate enough production telemetry so that we can confirm that is it operating as designed and outcomes are being achieved. iii. Logging TELEMETRY DATA HAS NON-GAUSSIAN DISTRIBUTION i. Many operational data sets are non-Gaussian (Bell curve) so standard deviations will likely over or under alertd. USING ANOMALY DETECTION TECHNIQUES i. Anomaly

though no technological breakthrough promises to give the sort of magical results with which we are so familiar in the hardware area, we must consider those attacks which address the essence of the software intricate beyond mapping, powerful beyond imitation • The secret is that it is grown, not built • So it must be with our software systems • The system should first be made to run, even though it does Search service, but to install it I need… • root access on a bunch of servers, but I need more servers so I need… • an Infrastructure as a Service platform, but for high availability I need… • another rack

impact. Continuous Delivery and DevOps place the entire value stream in the hands of that small team so that it can optimize the whole – a term of art in lean thinking – and be empowered as a team to own projects are evidence that a mistake has been made.  The worst of these transformational projects are so-called “modernization projects”— transformational projects undertaken to bring technology platforms beings are making decisions, if an IT product can be acquired “off the shelf,” it is better to do so than to build it. This obvious fact is neat, plausible, and in most cases, wrong. Governance and Oversight:

don’t work and reinforcing those that do3. local learnings are rapidly turned into global improvements, so that new techniques and practices can be used by the entire organization iii. ENABLING ORGANIZATIONAL Don’t just make the interest payments, pay down the principle ii. If not managed, services become so fragile, delivery grinds to a halt g. INCREASE THE VISIBILITY OF WORK i. Keep the current state visible

mindset Outward mindset CFS2 – Debt Collection. Berate Debtors until they pay vs Find help for Clients so that they can pay San Antonio Spurs 13/20 in 1st place -Players who have “gotten over themselves”