articles, and websites describe Agile development fundamentals. As illustrated in Figure 1, this document fills the void at the intersection of Agile practices, DoD acquisition policies, and program office owners can reach the full potential of Agile development. Agile Acquisition Guide2 This document is structured to provide an overview of Agile development and recommendations for DoD adoption the contents to ensure that the highest priority items are implemented first. The team need not document all the requirements or features up front, as the program backlog will evolve over time. Subsequent

appears to offer predictability, control, and efficiency, the key values of the contractor-control model. But it doesn’t. Requirements: Requirements are a way of controlling the development team by constraining Characteristics of an Agile governance and oversight model: Before we dive into an Agile governance and oversight model, let’s think about what characteristics such a model should have in order to both take advantage appropriate (what we are typically looking for is opportunity cost). We use a simple, one-page document we call the Financial Summary for this purpose. How to gauge plans: To gauge the plans for the

decisions under uncertainty, and then have the courage to face the consequences. In the plan-driven model, quality was easier to understand.  We specified what the system should do, and then measured quality that, either.  We are constantly making quality decisions, especially in a Continuous Delivery model, as we decide whether the quality of each individual feature is adequate for the feature to be deployed that we have not yet learned to take advantage of, caught up as we are in the contractor-control model of IT. Shadow IT is what happens when the IT organization is unable to meet the needs of a part of

emulation of common infrastructure components to achieve consistent and predictable resultConceptual Model DevSecOps LifecycleDevSecOps Pillars DevSecOps EcosystemDevSecOps Software Factory DevSecOps MVP correlated and centralized logs, container security, east/west traffic management, a zero-trust model, a whitelist, Role-Based Access Control (RBAC), continuous monitoring, signature-based continuous

typically structured as:1. Standardized Model – where routine and systems govern everything; including strict compliance with budget and schedule 2. Experimental Model – every day every exercise and new piece

outcomes • Take it to the team • Be a mirror • Master your words & face • Let there be silence • Model being outrageous • Let the team fail • Be their biggest fan Lyssa Adkins Self-Assess FirstSelf

experiences that influence us in ways we don’t understand Developed by David SnowdenFramework A model tries to represent reality Framework is a way of looking at reality Not a modelCategorization

into Our Daily Work a. INTRODUCTION i. Jez Humble, “The most inefficient way to test a business model or product idea is to build the complete product to see whether the predicted demand actually exists

right” 2. Type 2 – System of Engagement – “Doing it fast” ii. DevOps helps reject the bi-modal IT model and lets you do both c. START WITH THE MOST SYMPATHETIC AND INNOVATION GROUPS i. Chrossing the Chasm

the first time we see how an application behaves in a production-like environment ii. Don’t just document the environment specifications 1. Create a common build mechanism to create it on demand 2. Codified