requirements to deployment.  The developer uses a powerful integrated development environment (IDE) that centralizes the tools that help him or her do the job.  The code is built automatically using

– The amount of work the team estimates it can deliver in a sprint Development teams, aided by cross-functional representatives, analyze each user story and use measures known as story points to estimate requires most decisions to be made at that level. Development can be effectively managed by a small cross-functional government team. Team Size Many government stakeholders will be involved in the management  Ensure all teams include coaches or staff with Agile experience  Empower small, cross-functional teams Implementing these practices will help facilitate the cultural changes necessary

peer reviews, not external board approval ii. Peer review help improve overall quality, provide cross-training, learning, and skill improvements. iii. Keep batch sizes of reviews small iv. 4 simple considers strategic direction, generating ideas for improvement and the next steps 3. Supports ad-hoc cross training ii. Dr. Laurie Williams, 2001 study – “paired programmers are 15% slower than two independent

customers don't have time to change their minds" - Mary PoppendieckTeam -> Program -> Portfolio Team  Cross functional  Scrum  Release cadence  HIP Program  Built on Scrum, except scaled up  self-organizing

usability problems  The relationship is less adversarial and more supportive.  Individuals are cross-trained on each other’s concerns – empathy  Combined the development support team with the production

and favor small, incremental, frequent updates over larger, more sporadic releases.  Apply the cross-functional skill sets of Development, Cybersecurity, and Operations throughout the software lifecycle

structures iii. Market-oriented 1. Optimized for responding quickly to customer needs 2. Often flat, cross-disciplined 3. Most aligned with DevOps c. PROBLEMS OFTEN CAUSED BY OVERLY FUNCTIONAL ORIENTATION

When merging is difficult, less able to refactor due to potential rework and merge problems 1. Cross-cutting dependency improvements often provide high-payoffs d. ADOPT TRUNK-BASED DEVELOPMENT PRACTICES

they can demonstrate understanding—witnessing employees’ contributions and removing impediments.  Cross-functional and team-based: It used to be natural for ops specialists to do ops, developers to do