The Goal - A Process of Ongoing Improvement Plot Summary Alex Rogo is a harried plant manager working ever more desperately to try improve performance. His factory is rapidly heading for disaster part spends waiting for a resource, while the resource is preparing itself to work on the part ● Process time - the amount of time the part spends being modified into a new, more valuable form ● Queue bottlenecks. If we reduce batch sizes by half, we also reduce by half the time it will take to process a batch. That means we reduce queue and wait by half as well. Reduce those by half, and we reduce

design processes around short releases. Acquisition executives must also streamline the decision process by empowering small, dynamic, government-contractor teams. Agile cannot solve all of the DoD’s IT how to structure and design a program to enable Agile development, and how to partner with the process owners of various acquisition disciplines to execute Agile processes. It presents options for structuring and error, and shaping of processes, policies, and culture, but with support from oversight and process owners can reach the full potential of Agile development. Agile Acquisition Guide2 This document

Create a common build mechanism to create it on demand 2. Codified in automated environment build process iii. Environments will be stable, reliable, consistent, & secure c. CREATE OUR SINGLE REPOSITORY shippable code, demonstrated in a production-like environment, created from trunk using a one-click process, and validated with automated tests.” v. 2015 State of DevOps Report – trunk-based development predicts be performed frequently and easily d. AUTOMATE OUR DEPLOYMENT PROCESS i. Begin with documenting the steps for current deployment process ii. Simplify and automate through the steps 1. Packaging code

stick to a plan. Lean thinking gives that small team ways to speed up its inspecting and adapting process to maximize its impact. Continuous Delivery and DevOps place the entire value stream in the hands – a term of art in lean thinking – and be empowered as a team to own the entire value delivery process. Brining Lean Principles to Software Development: Kanban is David Anderson’s approach bringing Lean principles into software development while driving fear out of the transformation process through incremental change. Anderson provides four rules for implementing Kanban: 1. Start with

by:  limiting agility and adding bureaucratic waste: exceptions must be put through an approval process  standardization limits the space of possible solutions to a problem.  if we mandate that projects Real Business of IT shares the traditional view of governance.  The basics of the [governance] process involve project sponsors (1) developing a formal proposal that incorporates estimated benefits, risks of the Agile mindset and remain consistent with it.  the investment decision and the oversight process would form a seamless continuum wherein the execution of the initiative would yield valuable information

understand contributing factors and focus problem-solving. ii. Telemetry – An automated communications process by which measurements and other data are collected at remote points and are subsequently transmitted To Proceed When 6. Ch. 18 – Create Review and Coordination Process to Increase Quality of Our Current Work a. Goal – enable Development and Operations to reduce risk controls 1. Lead to long lead times and diminish effectiveness of feedback from the deployment process 2. Increase friction by adding more steps/approvals which tends to increase batch size ii. Toyota

a way that focuses on the situational aspects of a failure’s mechanism and the decision- making process of individuals proximate to the failure.” – John Allspaw ii. Blameless Post-Mortem – Actions: 1 Protect our deployment pipeline vi. Integrate our deployment activities with our change approval process vii. Reduce reliance on separation of duties 2. Ch. 22 – Information Security as Everyone’s Job repository to detect suspicious code (API calls from certain types of test code) 4. Ensure every CI process is in an isolated container 5. Make the version control credentials of the CI system read-only

the Assistant Secretary of Defense for Acquisition) https://www.acq.osd.mil/evm/ Incremental process, i.e. Rolling Wave Planning; Agile Release/Program Increment Planning. Scenario describes one method schedule status and metrics • The scenario is a generic SW program implementing an Agile development process • The scenario has defined a single product Release which is tracked using Earned Value • Shows independent, non-FACA commission tasked with streamlining and improving the defense acquisition process ... Agile in DHS: Bill Pratt, Director Strategic Technology Management, DHS OCTO. (linkedin.com/in/bill-pratt-

Deming). The Second Way is about creating the right to left feedback loops. The goal of almost any process improvement initiative is to shorten and amplify feedback loops so necessary corrections can be that we didn’t fill out the form right.” Lesson: Don’t let your change control process become a change prevention process. Don’t let your change control board become a bottleneck. The change control board

minds are deprived of some of its most powerful conceptual tools • This lack not only impedes the process of design within one mind, it severely hinders communication among mindsPast Breakthroughs Solved Enthusiasm jumps when there is a running system, even a simple one • One always has, at ever stage in the process, a working systemConclusionEssential Complexity vs. Accidental Complexity • Essential Complexity should first be made to run • Bit-by-bit it is fleshed out • One always has, at every stage in the process, a working system • Enthusiasm jumps when there is a running system, even a simple one