constraints, and objectives to determine the right structure and methods to apply. Agile requires a set of processes, roles, and culture that will take time to employ. This guide is intended to show how government-contractor teams. Agile cannot solve all of the DoD’s IT acquisition challenges, but offers a set of principles that can help reduce cycle times and risks to deliver IT in a complex environment. culture change. While Agile does impose some rigor, the method does not consist of simply following a set of prescribed processes, but is designed to allow dynamic, tailored, and rapidly evolving approaches

needs, and did the “rigorous” up-front analysis and centralized planning that could then be used to set boundaries for developers when they began a project. In other words, a vehicle for control. But standardization which developers can produce something, 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 immediately, but also lets us validate the features that have been deployed.  we would carefully set boundaries for planning. A detailed plan is a less effective basis for governance than validated learning

ii. Minimizing false positive is critical to prevent alert fatigue iii. Statistical measures help set thresholds without need to statically define each one. b. INSTRUMENT AND ALERT ON UNDESIRED OUTCOMES hypothesis 1. Barry O’Reilly, Lean Enterprise describes as: We Believe that Will Result in . We WillHave Confidence To Proceed When result. Pairs typically consider more design alternatives than programmers working alone and arrive at

sizes. 2. Large batch sizes result in skyrocketing levels of WIP and high levels of variability in flow that cascade through the entire manufacturing plant. The result is long lead times and poor quality that causes delay for the customer, such as activities that can be bypassed without affecting the result. The following categories of waste and hardship come from Implementing Lean Software Development

environment interactions 3. Ch. 10 Enable Fast and Reliable Automated Testing a. Undesired outcomes result from finding and fixes errors in a separate test phase. b. Delayed feedback fades the cause & effect environments are synchronized and consistent e. ENABLE AUTOMATED SELF-SERVICE DEPLOYMENTS i. As a result of compliance, oversight, and control needs separate Operations groups have emerged ii. Widely

and compare. We are comfortable with the ideathat we will break things in testing, because the end result of doing so is that we can make a decision more quickly and with more good information available

Let’s ask a question that has a chance to actually change things: “What is the set of incentives that drives bad behavior?” I truly doubt that any of the Beltway bandits sees themselves as bad people departments every week: “We’re updating our process for how our agencies submit plans for investment. We set the goal that every week we’re going to change one thing. We’re taking an incremental approach. We

meetings • No eating • No preening How does it work? 1. Choose a task you’d like to get done 2. Set the Pomodoro for 25 minutes 3. Work on the task until the Pomodoro rings 4. When the Pomodoro rings interruption 3. Make accurate estimations of how many Pomodoros you need for a certain activity 4. Set a timetable according to your to-dos, to your time, or even to the seasonWhy does this work? (Theory)

to running your plant successfully cannot be determined precisely ahead of time The hike is a set of dependent events in combination with statistical fluctuation. Each is fluctuating in speed, but moved from one bowl to the next. The dice represent the capacity of each resource, each bowl; the set of bowls are my dependent events, my stages of production. Each has exactly the same capacity as the

reference includes the notions of project, systems, application, investment, architecture, skill set, and accountability. We have, to be honest, made a jumble of these concepts. IT as an Asset: Second with that of a desired outcome. What gets tossed over the wall for the team to solve should not be a set of requirements: it should be an objective, an envisioned outcome that would add business value.