capabilities faster and responding more effectively to changes in operations, technology, and budgets. This guide provides DoD acquisition professionals with details on how to adopt Agile practices within each element 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 tailor the Defense Acquisition Framework to benefit from Agile but don’t know how to apply Agile within the unique and complex DoD acquisition environment. This guide seeks to adapt proven principles of Agile development specifically to the DoD context. More and

are being achieved. iii. 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 Faults & errors 10. Circuit breaker trips 11. Delays 12. Backup success/failure d. USE TELEMETRY TO GUIDE PROBLEM-SOLVING i. Don’t practice “Mean Time until Declared Innocent” – culture of blame encourages INTEGRATING A/B TESTING INTO OUR FEATURE TESTING i. Random subset of users shown differing versions. User groups define a cohort. Statistical analysis of cohort’s outcomes from differing versions used to

potential through autonomy and mastery  Agile is a journey, not a place and the Agile Coach is the guide  A coach must have a deep understanding of the Agile Principles and real world experience  Start power of Agile frameworks (Scrum, Kanban) is that they create/sustain these conditions How  Guide people towards applying agile principles within the organization  Do not direct or force individuals

experienceCoaching JourneyCoaching“I don’t do anything!”Coach • Bulldozer – Remove impediments • Shepherd – Guide back to agile principles • Servant Leader – Serve the team, not you • Performance Guardian – Facilitate

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 product that is hard to change.  The advantages product that does not fit our business and customize it until it does.  We offer our business users a user interface that is clunky because it was designed for users in the abstract across many possible companies get feedback, and then adjust what they have produced. As a result, the code can be developed in a user-centric way and match the enterprise’s needs precisely. Risk is low, because the team is constantly

must maintain a big picture, long-term view and focus on the next six-month release.  DO epics and user stories to concisely define the desired system functions and provide the foundation for Agile estimation estimation and planning. o They describe what the users want to accomplish with the resulting system. User stories help ensure that users, acquirers, developers, testers, and other stakeholders have a clear is established to help estimate the level of work for each requirement (i.e., as translated into user stories)

the-heck-do-you-start  The myth of the single metric  Four roles (CEO, Operations, Developer, User)  Sunburst chart how do visitors move through my siteLinux Performance Tools by Brendan Gregg (Netflix) process, entropy  Actively discourage email: it is exclusive Where there any key themes?  Real User Monitoring: more valuable than any other metric  Web Performance: 2 seconds is the magic number

operations will derive NFRs. Codify these into the tests and pipeline f. BUILD REUSABLE OPERATIONS USER STORIES INTO DEVELOPMENT i. Goal – make recurring work as repeatable and deterministic as possible;