capabilities faster and responding more effectively to changes in operations, technology, and budgets. This guide provides DoD acquisition professionals with details on how to adopt Agile practices within each element apply. Agile requires a set of processes, roles, and culture that will take time to employ. This guide is intended to show how the DoD could tailor the Defense Acquisition Framework to benefit from Agile but don’t know how to apply Agile within the unique and complex DoD acquisition environment. This guide seeks to adapt proven principles of Agile development specifically to the DoD context. More and

all about? What did I learn? Service Workers: The Practical Bits by Patrick Meenan (Google) @patmeenan http://www.slideshare.net/patrickmeenan/service-workers-for-performance  They are effectively

The Principles of Continual Learning and Experimentation 37 i. culture of fear and low trust 1. workers who make mistakes are punished 2. those who make suggestions or point out problems are viewed as discover greatness in their daily work. In other words, creating greatness requires both leaders and workers, each of whom are mutually dependent upon each other. 3. Leaders must elevate the value of learning

spend will bring a return of much more than a dollar?  What is the value of telling knowledge workers to follow a plan when you are hiring them to use their brains to figure out how to do things best

describing, making them almost inevitable.  Respect for skill: Your new IT workforce will respect co-workers who have impressive technical skills, and will have little respect for people who don’t. Skill is

potential through autonomy and mastery  Agile is a journey, not a place and the Agile Coach is the guide  A coach must have a deep understanding of the Agile Principles and real world experience  Start power of Agile frameworks (Scrum, Kanban) is that they create/sustain these conditions How  Guide people towards applying agile principles within the organization  Do not direct or force individuals

experienceCoaching JourneyCoaching“I don’t do anything!”Coach • Bulldozer – Remove impediments • Shepherd – Guide back to agile principles • Servant Leader – Serve the team, not you • Performance Guardian – Facilitate

Faults & errors 10. Circuit breaker trips 11. Delays 12. Backup success/failure d. USE TELEMETRY TO GUIDE PROBLEM-SOLVING i. Don’t practice “Mean Time until Declared Innocent” – culture of blame encourages