Leadership in the Age of Agility – Part 3 By Mark Schwartz “Courage, I say, is the value most needed by Agile IT leaders.” – Mark Schwartz Last Time in Part 2 Enterprise Architecture: The job of IT leaders 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, and provide for Part 2 on the Agile4Defense GitHub page at: https://git.io/JeaO2 Risk The presence of uncertainty is the simple reason why Agile approaches work better than plan-driven approaches—it is also the reason

rare combination: a deep thinker who has also applied lean, Agile, and DevOps principles at the highest level, leading an extraordinary Agile transformation in the US Federal Government at USCIS. In this we have locked ourselves into a frame of reference that is getting in our way as we try to become Agile. This frame of reference includes the notions of project, systems, application, investment, architecture Third, underlying all of these changes – all of the problems with plan-drive approaches, all of the advantages of Agile approaches – is a confusion about how to deal with uncertainty and risk. What I call

the Agile4Defense GitHub page at: https://git.io/JeaOu Enterprise Architecture Enterprise Architecture, the domain of the IT bureaucrats, is the place we must look for the solution to our Agile challenges zombies to retrieve our golden asset, careful to carry mirrors to avoid petrification. Good luck, Agile fellows. In the past: We viewed EA as primarily concerned with standardization, consistency, planning governance and oversight practices are not only inconsistent with Agile principles, but also fail to take advantage of the power of the Agile way of working. By proceeding with agility:  We can reduce the

architectures enable greater team independence and can likely succeed with more informal coordination approaches like chat rooms ii. For deliberate change scheduling, gather representatives, not authorize changes Pair Programming – two engineers working together at the same workstation. Popularized by XP & Agile. 1. One engineer is the driver – actually writing code 2. Other engineer is the navigator/observer/pointer

Open Discussion on Project Planning Planning in an Agile Environment Key Tenets  Planning should focus strongly on the near term  Eliminate waste caused by planning for eventualities that never come detailed plans beyond a program’s ability to control or accurately predict future circumstances o Agile methodology does not force programs to establish their full scope, requirements, and design at the and user 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

that cannot be compared 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 words, social relationships are not easy to reestablish”  Experiment: Daycare Late Pickup Policy Agile tie-in: Customer collaboration over contract negotiation, monetary bonuses vs. recognition and appreciation be as effective as the dictatorial treatment, but it can help push us in the right direction.”  Agile tie-in: Scrum and the use of time boxes The High Price of Ownership – Why We Overvalue What We Have

 SAFe in 7 minutes - https://www.youtube.com/watch?v=RXzurBazN-I Scaled Agile Framework (SAFe): Dean Leffingwell - Agile Software Requirements: Lean Requirements for Teams Programs and the Enterprise Enterprise (2011) and Scaling Software Agility: Best Practices for Large Enterprieses (2007) Implementing agile practices at enterprise scale Synchronizes alignment, collaboration and delivery for large numbers cadence  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

Poor measurements, velocity, capacity, etc.  Still not widely adopted  Advice  Do embark on a agile self-improvement effort.  Do mix in or schedule your recurring maintenance.  Do define a primary process map.  Do focus on Quality first.  Do start a book club. Book List  Scaling Lean & Agile Development: Thinking & Organizational Tools for Large-Scale Scrum, Craig Larman  Continuous Delivery:

Handbook – Part 1 & 2 1. Preface xi a. Myth—DevOps is Only for Startups: b. Myth—DevOps Replaces Agile c. Myth—DevOps is incompatible with ITIL d. Myth—DevOps is Incompatible with Information Security employee happiness 2. one of the best predictors of 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

(Federal Government | United States Digital Services Team)  The more simple, the better off you are  Agile is tactic not religious credo  You have to make it easy for people who have been part of the problem