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.

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 approach can focus IT planning, reduce risk, eliminate waste, and provide a supportive environment for teams engaged in creating value. If you missed last month, you can find the handout for Part 2 on the Agile4Defense information to more accurately assess probabilities. Traditional teams attempt to drive out uncertainty by planning and analysis. Agile teams tend to drive out uncertainty by developing working software in

critical systems ii. Simulate and rehearse accidents for practice 1. Schedule the event 2. Give teams time to prepare, make changes, and establish procedures 3. Execute iii. Expose latent defects in 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 b. Target DevOps Dojo and 30-Day Challenge – teams work with dedicated Dojo coaches and engineers, execute 2-day sprints to generate breakthroughs. Teams regularly achieve results in days that previously

contractor-control model. But it doesn’t. Requirements: Requirements are a way of controlling the development team by constraining their creativity. Instead of requirements, we want to charge the team—the 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

Approach to The Table Agile in One Paragraph: Agile thinking simply says that we should empower small teams to inspect and adapt rather than stick to a plan. Lean thinking gives that small team ways to speed Brining Lean Principles to Software Development: Kanban is David Anderson’s approach to bringing Lean principles into software development while driving fear out of the transformation process lies, I believe, in our distinction between the development of a system and its operation and maintenance.  Dividing our IT spending into development and maintenance buckets leads to some ineffective

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 Discovered, multiple 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 related to product configuration and deployment  Built a strong relationship with development (built empathy)  Development began to see operational issues, and usability problems  The relationship is

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 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 Prevent upstream work from locally optimizing at the expense of the entire value stream – Everyone (development, managers, architects, ops, etc.) in the value stream shares responsibility for handling operational

some high-level planning, requirements, processes, and structure; however, activities focus on what teams can develop and field in the next few releases.  DON’T make detailed plans beyond a program’s ability architecture is in place, systems engineers continue to refine it as they learn more from the development sprints and releases. Cost Estimation  Cost estimation in an Agile environment is challenging releases it can manage in a given year and the totality of delivered requirements within the entire development period of performance.  During the program execution phase, a high-level program estimate undergoes

Scaled Agile Framework (SAFe): Dean Leffingwell - Agile Software Requirements: Lean Requirements for Teams Programs and the Enterprise (2011) and Scaling Software Agility: Best Practices for Large Enterprieses practices at enterprise scale Synchronizes alignment, collaboration and delivery for large numbers teams Core values:  Code quality - can't scale crappy code  Program execution  Alignment  Transparency HIP Program  Built on Scrum, except scaled up  self-organizing, self-managing team-of-agile-teams  release trains  working off a single backlog of features, driven by vision and roadmap  product

use Scrum. They’ve actually torn down the cubicle walls in their offices and formed into Scrum teams. Michael DeAngelo, the Deputy CIO, says they try to deliver actionable, implementable policies