Executive Summary The Department of Defense (DoD) needs an acquisition framework for information technology (IT) that can keep pace with rapidly changing technologies and operations, including the challenges acquisition by delivering 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 working software over comprehensive documentation  Responding rapidly to changes in operations, technology, and budgets  Actively involving users throughout development to ensure high operational value

be placed in version control.  Technology matters: Most IT people are technologists; they need to work with technology, to touch technology, to walk and talk technology—at least some of the time. They They are in your IT organization because they enjoy technology; they are proud to be technologists. It is time to shake off the last traces of the attitude that this is something to be ashamed of or that team— the team that oversees the entire enterprise—who contributes deep expertise in information technology.Influencer and Salesperson: The critical skill for someone who is leading an enterprise, only a

VISIBLE 1. A significant difference between technology and manufacturing value streams is that our work is invisible. Unlike physical processes, in the technology value stream we cannot easily see where Release Managers – the people responsible for coordinating the production deployment processes vii. Technology executives or value stream manager – in Lean, someone who is responsible for ensuring meets or

Operations (Operational Waterfall)  Infrastructure Ops  Product Ops  Product Management  Every technology under the sun  Solaris, Windows, Linux  Apache, IIS, TCServer, etc.  Oracle, DB2, SQL Server Execution  Load Balancer Node Disablement  OS and Security Patching  Requesting access to technology specific dashboards and consoles.  Aides in troubleshooting and encourages technical learning

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 improvement within mindsPast Breakthroughs Solved Accidental Difficulties“If we examine the three steps in software technology that have been most fruitful in the past, we discover that each attacked a different major difficulty

operating an order-taking function. This shift in organizational mindset is critical to any successful technology transformation but requires substantial changes in behavior at every level, and Mark’s thorough projects are so-called “modernization projects”— transformational projects undertaken to bring technology platforms up to date.  There is a deeper problem at the root of this dysfunctional transformation

and improving the defense acquisition process ... Agile in DHS: Bill Pratt, Director Strategic Technology Management, DHS OCTO. (linkedin.com/in/bill-pratt- 2431335)

of the Chief Information Officer of the State of Washington is responsible not only for what technology is purchased, but how it’s made. The CIO’s office is made up of twenty people who are supposed

can try to be more vigilant, force ourselves to think differently about these decisions, or use technology to overcome our inherent shortcomings.” The Truth about Relativity – Why Everything Is Relative

numbers and words.” What is the goal? Cost-effective purchasing? Employing good people? High technology? Producing products? Producing high quality products? Selling quality products? Capturing market