the contracting processes for individual programs and allow them to take advantage of release-level task orders. Additionally, programs should negotiate streamlined testing and certification processes at estimate to tasks, typically in hours, with a goal of keeping tasks under one day. These refined task estimates, in combination with the team’s actual velocity, generate a higher degree of certainty several qualified vendors receive an IDIQ contract and all the contract awardees compete for each task order – a practice known as fair opportunity. The government can issue orders faster under a single-

• Turn off IMs or DND • No non-task related browsing • No bathroom breaks* • No conversations • No meetings • No eating • No preening How does it work? 1. Choose a task you’d like to get done 2. Set Set the Pomodoro for 25 minutes 3. Work on the task until the Pomodoro rings 4. When the Pomodoro rings, put a checkmark on a paper 5. Take a short break 6. Every 4 Pomodoros, take a longer break What activity requires you by monitoring how many Pomodoros you need in order to accomplish a specific task 2. Learn to protect your Pomodoro from the internal and external interruption 3. Make accurate estimations

percent divided by fifty percent, so one unit of time. Let’s call it one hour. So, on average, our task would wait in the queue for one hour before it gets worked. On the other hand, if a resource is or nine hours. In other words, our task would wait in queue nine times longer than if the resource were fifty percent idle.” I conclude, “So, for the Phoenix task, assuming we have seven handoffs, and

“Therefore it appears that the time has come to address the essential parts of the software task, those concerned with fashioning abstract conceptual structures of great complexity. I suggest: validation can only establish that a program meets its specification, the hardest part of the software task is arriving at a complete and consistent specificationEnvironments and tools • How much more gain Environments and toolsA Modern Take on Accidental Complexity • Yak Shaving - the phenomenon where one task leads to another, which leads to another, until you end up working on something that seems completely

and process 2. Must have clear and immediate feedback 3. Confidence in ability to complete the task  The power of Agile frameworks (Scrum, Kanban) is that they create/sustain these conditions How

Development unless otherwise noted: a. Partially done work: b. Extra processes: c. Extra features: d. Task switching: e. Waiting: f. Motion: g. Defects: h. Nonstandard or manual work:i. Heroics: d

communicating with that market and encouraging it to purchase, and manage creative talent to present the message compellingly, the CIO must similarly steward the EA. Imagine the EA asset as a ball that we mold skills and contributions. Exhortation and Table Manners: There’s nothing left to do but end on a message of hope. And that’s what this book is meant to be, really. About the Author Mark Schwartz is an

story of Alex's fight to save his plant is more than compulsive reading. It contains a serious message for all managers in industry and explains the ideas, which underline the Theory of Constraints (TOC)

skills and contributions. Exhortation and Table Manners: There’s nothing left to do but end on a message of hope. And that’s what this book is meant to be, really. About the Author Mark Schwartz is an

hold the promise of changing this paradigm, but IT organizations have not thoroughly absorbed this message. The critical change is that of moving from a plan-driven approach to an Agile approach, based on