stories to concisely define the desired system functions and provide the foundation for Agile estimation and planning. o They describe what the users want to accomplish with the resulting system. User continue to refine it as they learn more from the development sprints and releases. Cost Estimation  Cost estimation in an Agile environment is challenging  The challenge within DoD is often a resistance detailed release and sprint-level estimates as requirements become better defined. The fidelity of the cost estimate increases once a development team is established to help estimate the level of work for

easily”  Experiment: Economist Subscription, Errands for Pen and Suit  Agile tie-in: Size and cost estimation – does anyone really know in absolute terms how many SLOC it will take a build a product or capability, or is it more in keeping with our nature to size something relatively to something else The Cost of Social Norms – Why We Are Happy to Do Things, but Not When We Are Paid to Do Them  Example:

In the past: We viewed EA as primarily concerned with standardization, consistency, planning, and cost reduction. It documented as-is and to-be architectures, demonstrated alignment of systems with business something you can easily roll in any direction you choose. That is its latent value; the inverse of the cost of implementing changes in the future. What does such an EA, brimming with latent value, look like that product. The cost of custom development is falling: More and more logic is abstracted away by frameworks and design patterns. Incremental delivery and staged investments reduce cost and risk.  Custom

Risk is the chance of a negative impact resulting from uncertainty. We can reduce risk—often at a cost —but there is generally no way to eliminate it.  Almost all of our decisions have potential negative uncertainty.” Uncertainty is still a given, but we want to drive out as much as we can until it stops being cost-effective to do so. We can take this as yet another definition of what it means to be Agile. Why and sales calls, but for delivering revenues, as well. IT must drive outcomes in terms of revenue, cost reduction, sustained competitive advantage, employee happiness, and innovation. Manager of Uncertainty:

ORGANIZATIONAL ARCHETYPES i. Functional-oriented 1. Optimized for expertise, division of labor, or reducing cost ii. Matrixed-oriented 1. Combines functional and market orientation 2. Often results in complicated Most aligned with DevOps c. PROBLEMS OFTEN CAUSED BY OVERLY FUNCTIONAL ORIENTATION (“OPTIMIZING FOR COST”) i. Leads to limited outward visibility ii. Encourages long queues and long lead times iii. Poor

organizations & teams iv. Participate in peer reviews e. SHARE YOUR EXPERIENCES FROM DEVOPS CONFERENCES i. Cost is always a consideration. BUT, encourage attendance at conferences, give talks, and then sharing

40% decrease in development costs, 140% increase in programs under development, 78% reduction in cost per program c. SMALL BATCH DEVELOPMENT AND WHAT HAPPENS WHEN WE COMMIT CODE TO TRUNK INFREQUENTLY