has defined a single product Release which is tracked using Earned Value • Shows alignment of EVM WBS elements to the Agile products hierarchy Agile Contracting – Dr. Stephen Mayner SAFe https://techfarhub

Programs can adopt Agile practices within current policy by tailoring program processes and structure to deliver releases every 6–12 months. The DoD can apply Agile practices to the full range of IT Program managers should evaluate the environment, constraints, and objectives to determine the right structure and methods to apply. Agile requires a set of processes, roles, and culture that will take time from Agile development best practices. To succeed with an Agile approach, program managers need to work with stakeholders representing the requirements, systems engineering, contracting, cost estimating

Planning DOs and DON’Ts  DO establish 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 the cost estimate increases once a development team is established to help estimate the level of work for each requirement (i.e., as translated into user stories)

 Use Dan Pink’s Autonomy, Mastery, Purpose to create an engaged organization  Organizational Structure: Coach should have ability to interact freely with all levels of an organization Coach to your

attractors - phenomena that arise when small stimuli & probes resonate with people. They provide structure & coherence as they gain momentum. • Encourage dissent & format debate - allow rigorous review

short lead times was small batch sizes of work b. Agile, Continuous Delivery, and the Three Ways 7 c. The First Way: The Principles of Flow 15 i. MAKE OUR WORK VISIBLE 1. A significant difference between that our work is invisible. Unlike physical processes, in the technology value stream we cannot easily see where flow is being impeded or when work is piling up in front of constrained work centers. 2. By putting all work for each work center in queues and making it visible, all stakeholders can more easily prioritize work in the context of global goals. ii. REDUCE BATCH SIZES1. Another key

rapidly spread learning throughout the organization 2. Ch. 19 – Enable and Inject Learning into Daily Work a. Complex systems are impossible to predict for all outcomes i. Dr. Steven Spear - resilient organizations their chatrooms 1. Everyone saw everything that was happening 2. New engineers could see what daily work and how it was performed 3. People were more likely to ask for help when others helped 4. Rapid i. Goal – make recurring work as repeatable and deterministic as possible; standardize and automate (rinse and repeat) ii. Collectively define handoffs, for non-automated work, as clearly as possible

Three Ways, Bill starts to see that IT work has more in common with manufacturing plant work than he ever imagined. With the clock ticking, Bill must organize work flow streamline interdepartmental communications the performance of a specific silo of work or department. The outcomes of putting the First Way into practice include never passing a known defect to downstream work centers, never allowing local optimization for the improvement of daily work, creating rituals that reward the team for taking risks, and introducing faults into the system to increase resilience. Four Types of Work 1. Business projects 2. IT

ii. Use for fact-based problem-solving e. ENABLE CREATION OF PRODUCTION METRICS AS PART OF DAILY WORK i. Create infrastructure to make it easy for Dev or Ops to create telemetry for functions built likely a vanity metric. 4. Reinforces that analyzing customer usage is part of daily work and helps understand how work contributes to organizational goals iii. Infrastructure Metrics 1. Quickly determine DUTIES WITH OPS i. Complex systems will inevitably have unexpected problems ii. Prevent upstream work from locally optimizing at the expense of the entire value stream – Everyone (development, managers

First Way – The Technical Practices of Flow 1. Introduction a. Goal – Enable & sustain fast flow of work by implementing continuous delivery i. Create the foundation of our deployment pipeline ii. Enabling Deployment Pipeline a. Enterprise Data Warehouse program by Em Campbell-Pretty - $200M, All streams of work were significantly behind schedule. Surprising discovery: only 50% of the source code in Dev/Test effect – lose the ability to learn from mistakes and diminish integrating that learning into future work d. Google Web Server (GWS) team was struggling with changes – Hard line: no changes would be accepted