success when it is ready to commit to full-scale Agile adoption. However, when a program has decided to “go Agile” and formally adopt the methodology as a development approach, the government must commit to new practices and replace traditional and entrenched DoD acquisition and development practices. Effective transition calls for some tailoring, because the nature of government contractor relationships operations. It allows adaptation, so that a mission can continue even when the operation does not go as planned. For Agile, the overall plan represents the intent. If the plan does not work as expected

sure… Did you lay anyone 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 Until then, you’re just playing a lot of games with numbers and words.” What is the goal? Cost-effective purchasing? Employing good people? High technology? Producing products? Producing high quality fluctuating in speed, but the ability to go faster than average is restricted, it depends on all the others ahead in line. There are limits on how fast I can go. However, there is no limit on my ability

problems in complex systems that we build; they are system problems – not individual problems iii. Effective practices 1. Blameless post-mortems 2. Controlled introduction of failures for practice c. SCHEDULE allow people to explore past it. 1. The marked channel provides safe, supported passage 2. You can go beyond the buoys, if you follow organizational principles 4. Ch. 21 – Reserve Time to Create Organizational the Deployment Pipeline a. INTEGRATE SECURITY AND COMPLIANCE INTO CHANGE APPROVAL PROCESSES i. Effective change management recognized different risks associated with different types of changes, to be

opportunity to commit up front to their preferred path of action. This approach might not be as effective as the dictatorial treatment, but it can help push us in the right direction.”  Agile tie-in: sports-what do we do? We love it perhaps more than we should. And most frequently, we have trouble letting go of it because we can’t stand the idea of its loss. What are we left with then? An ideology- rigid implementing a given feature, if our customer tells us they don’t value the feature, can we really let it go?

organizational goals 2. Ch. 14 – Create Telemetry to Enable Seeing and Solving Problems a. Fact – Things will go wrong in Operations! i. 2001 Microsoft Operation Framework study found the best-performing organization Readiness Reviews, LRR) that must be met before interaction with real customers a. Validates effective monitoring in place, reliable deployments, and architecturally suitable to fast, frequent change

have been deployed.  we would carefully set boundaries for planning. A detailed plan is a less effective basis for governance than validated learning based on actual delivery. The more advance planning discussion.”  Every quarter, I would do something I called a release cycle review , and then we would go back to the Star Chamber for an update discussion. How to gauge success: To gauge the success of

Uncertainty is 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 In the Waterfall, we were worried about getting FOC delivered soon;  With an Agile approach, we go this one better—we make sure that we deliver each individual piece of functionality soon.  If it

Michelle Bauer "Rapid Problem Solving with Post-It Notes - Book Club 0 Nick Wenner My Experience in Effective Retrospectives 2 Eric Ewing LeanUX - Book Club 1 Tek Agile Trends in the Industry 1 Sean Lomax Pyramid with a focus on Unit Testing 2 Scott Grimes Technical Debt 2 Nick Wenner My Experience in Effective Retrospectives 2 Sean Lomax Scrum: The Art of Doing Twice the Work in Half the Time 2 Jerry Koske

"Rapid Problem Solving with Post-lt Notes - Book Club Nick Wenner My Experience in Effective Retrospectives Eric Ewing LeanUX- Book Club Sep 2015

in sustainable energy and a clean environment; 4. Healthy and safe communities; 5. Efficient, effective, and accountable government. These are not revolutionary goals. This is what people should expect