technologies and operations, including the challenges associated with information assurance. Agile development practices can help the DoD to transform IT acquisition by delivering capabilities faster and responding in an increasingly complex environment. Agile has emerged as the leading industry software development methodology, and has seen growing adoption across the DoD and other federal agencies. Agile practices tailoring program structures and acquisition processes to the program characteristics. Agile development can achieve these objectives through:  Focusing on small, frequent capability releases 

that has functional capabilities (how it is used today) but also latent capabilities (how it will support future agility and how it will offer options in the future). Build Versus Buy: In a world where and when we realize that the costs and risks of custom development have been radically reduced, the economics often now favor custom development. Governance and Oversight: Governance has traditionally from strategic objectives and produce investment themes that accomplish those objectives. When combined with Agile and Lean practices, this approach can focus IT planning, reduce risk, eliminate waste

feasible.  History – How I Got Here?  Contentious relationship existed between development and operations.  Left development because I was frustrated that it took so much time to get my products into production teams involved in snowflake environment support.  The practice team wasn’t the same as the game time team.  Segregated technical and business functions  Development  Operations (Operational Waterfall) product team wherever possible. Control our destiny  Started to engineer solutions for issues related to product configuration and deployment  Built a strong relationship with development (built empathy)

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 of that small team so that it can 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 to bringing 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 existing

production instances v. Keep developers’ environments most current e. MODIFY OUR DEFINITION OF DEVELOPMENT “DONE” TO INCLUDE RUNNNING IN PRODUCTION-LIKE ENVIRONMENTS i. In general, the longer the interval Google Web Server (GWS) team was struggling with changes – Hard line: no changes would be accepted into GWS without accompanying automated tests. Spread Testing Grouplet team approach. Google – single Captures the history of events for a build, test results, environments deployed to, etc. a. Use to support audits and compliance iv. Create out continuous integration practices 1. Comprehensive and reliable

Requirements are a way of controlling the development team by constraining their creativity. Instead of requirements, we want to charge the team—the joint business/IT team, that is— with delivering business changes to the whole ball of EA.  It has a robust, automated regression test suite, so that new development does not cause expensive break-fix activity.  It has good monitoring tools in place.  It is it. This obvious fact is neat, plausible, and in most cases, wrong. The economics of software development have changed: Changed in a way that now favors “building” over “buying.” There are now ways of

INFRASTRUCTURE i. Remove the silos of information – Developers don’t just log what’s interesting to development. Operations don’t just monitor what’s up or down. ii. Modern Monitoring architecture 1. Data everyone in the value stream iii. Promotes responsibility 1. The team has nothing to hide from its visitors (customers, stakeholders)2. The team has nothing to hide from itself: it acknowledges and confronts iii. More exotic - Fast Fourier Transforms or Kolmogorov-Smirnov 4. Ch. 16 – Enable Feedback So Development and Operation Can Safely Deploy Code a. USE TELEMETRY TO MAKE DEPLOYMENTS SAFER i. Actively monitor

NFRs. Codify these into the tests and pipeline f. BUILD REUSABLE OPERATIONS USER STORIES INTO DEVELOPMENT i. Goal – make recurring work as repeatable and deterministic as possible; standardize and automate lead times and errors g. ENSURE TECHNOLOGY CHOICES HELP ACHIEVE ORGANIZATIONAL GOALS i. Balance team productivity against organizational goals; let operations influence components used in production part of their daily work 1. Facebook HipHop PHP compiler – resulted from hack day project. Small team refined it over 2 year period and allowed Facebook to handle 6X production load compared to native

Agile can underpin EVM progress in support of tracking program cost and schedule status and metrics • The scenario is a generic SW program implementing an Agile development process • The scenario has defined set-aside, etc.) can support Lean-Agile contracts All types (FFP, T&M, CPFF, CPAF, etc.) can support Lean-Agile contracts ...In exercising initiative, Government members of the Acquisition Team may assume if is a permissible exercise of authority. FAR 1.102 Change the basic purchase quantum to an ‘Agile Team Iteration’ • Execute each PI • Measure progress biweekly via system demo • PI System Demo is

when we have an annual schedule for software releases, where an entire year’s worth of code that Development has worked on is released to production deployment. Like in manufacturing, this large batch release 1. In the book Implementing Lean Software Development: From Concept to Cash, Mary and Tom Poppendieck describe waste and hardship in the software development stream as anything that causes delay for result. The following categories of waste and hardship come from Implementing Lean Software Development unless otherwise noted: a. Partially done work: b. Extra processes: c. Extra features: d.