The <a href="https://scrumguides.org/scrum-guide.html#scrum-team" target="_blank">team</a><span class="sup"> 5</span> is a small group of people that have all the skills necessary to create value. If there were only 7-10 people that you could hire, who would they be? Developers, testers, DevOps engineers, UX experts, technical writers, etc. may be needed to create the value. If you had a team of just DevOps engineers then you would have a difficult time writing web pages and mobile apps, it would probably be of lower quality without testers, it would probably be hard to use without UX experts, and you might have trouble creating readable, useful documentation without technical writers.
<br/><br/>
Remember, bring the people to the work.

1 - USDS Digital Playbook - Play #10 (Automate testing and deployments)organizing 75-150 people in value delivery. This Team of Teams is called an <a href="https://playbookwww.cio.gov/#play10scaledagileframework.com/agile-release-train/" target="_blank">https://playbook.cio.gov/#play10</a>
<br/><br/>
2 - USDS Digital Playbook - Play #7 (Bring in experienced teams) <a href="https://playbook.cio.gov/#play7" target="_blank">https://playbook.cio.gov/#play7</a>
<br/><br/>
3 - Scrum Guide>Agile Release Train (ART)</a><span class="sup"> 6</span>, in the <a href="https://scrumguideswww.scaledagileframework.orgcom/scrum-guide.html" target="_blank">https://scrumguides.org/scrum-guide.html</a>>SAFe</a><span class="sup"> 4</span> vernacular.
<br/><br/>
4There - Scaled Agile Frameworkare skilled <a href="https://www.scaledagileframework.com/safe-program-consultant/" target="_blank">https">coaches</a><span class="sup"> 5</span> and experienced <a href="https://wwwplaybook.scaledagileframeworkcio.gov/#play7" target="_blank">contractors</a><span class="sup"> 2</span> that will help a government program on both the team and program level for becoming more Agile over time.

You've identified yourhtml</a>
<br/><br/>
4 - Scaled Agile Framework <a href="https://www.scaledagileframework.com/customer-centricity/" target="_blank">customers</a><span class="sup"> 5</span>, you've stated the>https://www.scaledagileframework.com/</a>
<br/><br/>
5 - Scaled Agile Framework - SAFe Program Consultant <a href="https://playbookwww.cio.gov/#play1scaledagileframework.com/safe-program-consultant/" target="_blank">customers</a><span class="sup"> 1</span> you are trying to solve and created a >https://www.scaledagileframework.com/safe-program-consultant/</a>
<br/><br/>
6 - Scaled Agile Framework - Agile Release Train <a href="https://www.scaledagileframework.com/operationalagile-valuerelease-streamstrain/" target="_blank">value stream map</a><span class="sup"> 17</span>, and you've gathered the right people and organized them into teams. Now you have to get to work!>https://www.scaledagileframework.com/agile-release-train/</a>
<br/><br/>
We've already mentioned7 - Scaled Agile Framework - Program Increment <a href="https://scrumguideswww.scaledagileframework.orgcom/scrum-guide.htmlprogram-increment/" target="_blank">Scrum</a><span class="sup"> 2</span> and>https://www.scaledagileframework.com/program-increment/</a>
<br/><br/>
8 - Scrum Guide - Scrum Team <a href="https://www.scaledagileframework.com/scrumguides.org/scrum-guide.html#scrum-team" target="_blank">https://scrumguides.org/scrum-guide.html#scrum-team</a>

you've identified the <a href="https://scrumguidesplaybook.cio.org/scrum-guide.htmlgov/#play1" target="_blank">Scrum<>problems</a><span class="sup"> 2<1</span> worksyou are intrying ato shortsolve cycleand calledcreated ana <a href="https://scrumguideswww.scaledagileframework.orgcom/scrumoperational-guide.html#the-sprintvalue-streams/" target="_blank">Iteration<>value stream map</a><span class="sup"> 4<17</span>, generally two weeks, with a defined set of events that happen at regular times in that timebox. and you've gathered the right people and organized them into teams. Now you have to get to work!
<br/><br/>
We've already mentioned <a href="https://scrumguides.org/scrum-guide.html#sprint-planninghtml" target="_blank">Planning<>Scrum</a><span class="sup"> 7<2</span>, and <a href="https://scrumguideswww.scaledagileframework.org/scrum-guide.html#daily-scrumcom/" target="_blank">Daily Stand Up</a><span class="sup"> 8</span>,>SAFe</a><span class="sup"> 3</span>. Let's use these frameworks to help guide us in our day-to-day work to create that <a href="https://scrumguidesplaybook.cio.org/scrum-guide.html#sprint-reviewgov/#play4" target="_blank">Review<>value</a><span class="sup"> 9<6</span> and get it out the door to the customers. 

Taking the Scrum framework, we have to scale it at the Program Level. The 5 ceremonies described at the Team Level in Scrum can be applied to the Program Level. (Reminder that the Team of Teams at the Program Level is called an 7</span>, <a href="https://scrumguides.org/scrum-guide.html#daily-scrum" target="_blank">Daily Stand Up</a><span class="sup"> 8</span>, <a href="https://wwwscrumguides.scaledagileframework.comorg/agilescrum-release-train/guide.html#sprint-review" target="_blank">Agile Release Train (ART)<>Review</a><span class="sup"> 11<9</span>). However, the timebox for the Program is longer than two weeks. Generally, the Program operates in a<a href="https://scrumguides.org/scrum-guide.html#sprint-retrospective" target="_blank">Retrospective</a><span class="sup"> 10</span>, and Refinement. That's it. In a given two week period, <a href="https://wwwscrumguides.scaledagileframework.comorg/program-increment/scrum-guide.html#developers" target="_blank">Program Increment (PI)<>developers</a><span class="sup"> 12<18</span> thatshouldn't is 8-12 weeks. During that medium term timebox, we will have similar events. PI Planning, ART Sync, System Demoshave many, or any, "extra" meetings. Focus time is important, and PIwe Retrospectivewant are all included that bring together the right people from the teams.

 to give the <a href="https://wwwscrumguides.scaledagileframework.comorg/apply-cadence-synchronize-with-cross-domain-planning/scrum-guide.html#developers" target="_blank">Cadence<>developers</a><span class="sup"> 13<18</span>  is an important part of process success. Because of the context switching costs between topics, we want to limit it to the absolute necessary. Extra meetings and "quick" questions are disruptive to knowledge workers. If the question can wait until a normally scheduled event, then hold onto it and add it to the agenda.

Getting a group of people, large or small, to work together successfully is not an easy endeavor. Social Contracts go a long way to helping with this. Establishing, and updating, Working Agreements (rules of engagement) and ). However, the timebox for the Program is longer than two weeks. Generally, the Program operates in a <a href="https://scrumguideswww.scaledagileframework.orgcom/scrum-guide.html#incrementprogram-increment/" target="_blank">Definitions>Program of Done<Increment (PI)</a><span class="sup"> 14<12</span> (success criteria), are invaluable. Spend the time to create them at the team level, the program level, and even for temporary projects. Revisit them, as needed, to meet the changing needs of the groups and individuals involved. Your future self will thank your past self for this.

1 - USDS Digital Playbook - Play #1 (Understand what people need) <a href="https://playbook.cio.gov/#play1" target="_blank">https://playbook.cio.gov/#play1</a>
<br/><br/>
2 - Scrum Guide <span style="font-style:italic;">"Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done."</span> - <a href="https://scrumguidesagilemanifesto.org/scrum-guideprinciples.html" target="_blank">https://scrumguides.org/scrum-guide.html</a>
<br/><br/>
3 - Scaled Agile Framework <a href="https://www.scaledagileframework.com/" target="_blank">https://www.scaledagileframework.com/</a>
<br/><br/>
4 - Scrum Guide - The Sprint <a href="https://scrumguides.org/scrum-guide.html#the-sprint" target="_blank">https://scrumguides.org/scrum-guide.html#the-sprint</a>
<br/><br/>
5 - Scaled Agile Framework - Customer Centricity <a href="https://www.scaledagileframework.com/customer-centricity/" target="_blank">https>Agile Manifest Principle #5</a><span class="sup"> 16</span>

All the documentation in the world about what you want to create is irrelevant in the face of the actual software.><br/>
12 - Scaled Agile Framework - Program Increment <a href="https://www.scaledagileframework.com/program-increment/" target="_blank">https://www.scaledagileframework.com/program-increment/</a>
<br/><br/>
13 - Scaled Agile Framework - Principle #7 Apply cadence, synchronize with cross-domain planning <a href="https://www.scaledagileframework.com/apply-cadence-synchronize-with-cross-domain-planning/" target="_blank">https://www.scaledagileframework.com/apply-cadence-synchronize-with-cross-domain-planning/</a>
<br/><br/>
<span14 style="font-style:italic;">Working software is the primary measure of progress."</span> -  Scrum Guide - Increment <a href="https://agilemanifestoscrumguides.org/principlesscrum-guide.htmlhtml#increment" target="_blank">Agile Manifest Principle #2</a><span class="sup"> 2</span>

How do we know if the software works? First, we can demo it to key stakeholders and, hopefully, customers. There are >https://scrumguides.org/scrum-guide.html#increment</a>
<br/><br/>
15 - Scaled Agile Framework - Lean-Agile Mindset <a href="https://scrumguideswww.scaledagileframework.orgcom/scrumlean-guide.html#sprint-reviewagile-mindset/" target="_blank">demos</a><span class="sup"> 5</span> at the Team Level at the end of an iteration. There are also>https://www.scaledagileframework.com/lean-agile-mindset/</a>
<br/><br/>
16 - Agile Manifesto - Principles <a href="https://agilemanifesto.org/principles.html" target="_blank">https://agilemanifesto.org/principles.html</a>
<br/><br/>
17 - Scaled Agile Framework - Operational Value Streams <a href="https://www.scaledagileframework.com/systemoperational-value-demostreams/" target="_blank">System Demos</a><span class="sup"> 6</span> at the Program Level. These are the first opportunities to get the critical and valuable feedback on the working software. If the teams don't have anything to show, they haven't delivered. If the customers and stakeholders don't attend the demos, they are telling the teams that their work is not valuable. Demos are important, everyone needs to be ready and present.>https://www.scaledagileframework.com/operational-value-streams/</a>
<br/><br/>
18 - Scrum Guide - Developers <a href="https://playbook.cio.gov/#play1" target="_blank">https://playbook.cio.gov/#play1</a>https://scrumguides.org/scrum-guide.html#developers

The technical challenges for creating <a href="https://wwwplaybook.scaledagileframeworkcio.comgov/devops/#play4" target="_blank">complex systems<>production</a><span class="sup"> 4<1</span> that solve complex problems are often unknown. Using proven technical practices for organizing work, automation of mundane, repeatable tasks, collecting metrics, stabilizing operating environments, and evaluating feedback are addressed in a modern discipline called <a href="https://www.scaledagileframework.com/devops/" target="_blank">DevOps</a><span class="sup"> 3</span>. <a href="https://www.scaledagileframework.com/devops/" target="_blank">DevOps</a><span class="sup"> 3</span> is an investment.. Prototypes, mock-ups, proposals, etc. can be useful, but they will never replace customer feedback from use in a production environment. Period. End of story.

1 - USDS Digital Playbook - Play #4 (Build the service using agile and iterative practices) <a href="https://playbook.cio.gov/#play4" target="_blank">https://playbook.cio.gov/#play4</a>
<br/><br/>
2 - Agile Manifesto - Principles <a href="https://agilemanifesto.org/principles.html" target="_blank">https://agilemanifesto.org/principles.html</a> needs to be committed to the work that supports the work in time, money, and people allocation, or else there is a higher risk of failure and errors.
<br/><br/>
3<span style="font- Scaled Agile Framework - DevOps <a href="https://www.scaledagileframework.com/devops/" target="_blank">https://www.scaledagileframework.com/devops/</a>
<br/><br/>
4 - USDS Digital Playbook - Play #8 (Choose a modern technology stack)style:italic;">"Our highest priority is to satisfy the customer through early and continuous delivery of valuable software."</span> - <a href="https://playbookagilemanifesto.cio.gov/#play8org/principles.html" target="_blank">https://playbook.cio.gov/#play8</a>
<br/><br/>
5 - Scrum Guide - Sprint Review <a href="https://scrumguides.org/scrum-guide.html#sprint-review" target="_blank">https://scrumguides.org/scrum-guide.html#sprint-review</a>
<br/><br/>
6 - Scaled Agile Framework - System Demo <a href="https://www.scaledagileframework.com/system-demo/" target="_blank">https://www.scaledagileframework.com/system-demo/</a>
<br/><br/>
7 - CCSQ Agile Playbook - Figure Out How To Work (Servant Leadership) <a href="https://qnetconfluence.cms.gov/display/LACE/Figure+Out+How+To+Work" target="_blank">https://qnetconfluence.cms.gov/display/LACE/Figure+Out+How+To+Work</a>

You don't know how you're doing unless you can measure and compare. Without <a href="https://scrumguidesagilemanifesto.org/scrum-guide.html#scrum-theoryprinciples.html" target="_blank">empirical<>Agile Manifest Principle #2</a><span class="sup"> 1<2</span> data, humans will paint any picture in their head based on what they want, both positive and negative.

If you can measure it, collect it. 
<br/><br/>
<span style="font-style:italic;">"Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale."</span> - <a href="https://www.scaledagileframework.com/metrics/agilemanifesto.org/principles.html" target="_blank">Metrics<>Agile Manifest Principle #3</a><span class="sup"> 2</span> are relatively easy to capture and store. Organizing and

This is probably the single most important metric of all. Is the customer happy with what you are delivering? Is it solving their problem? Is it providing them value? 
<br/><br/>
Be OK with unhappy customers. That doesn't mean you don't respond to that unhappiness and doesn't mean you have failed overall. Shorter feedback loops reduce the impact of failure and give you the opportunity to "right the ship" and make the customers happy.>https://playbook.cio.gov/#play4</a>
<br/><br/>
2 - Agile Manifesto - Principles <a href="https://agilemanifesto.org/principles.html" target="_blank">https://agilemanifesto.org/principles.html</a>
<br/><br/>
3 - Scaled Agile Framework - DevOps <a href="https://www.scaledagileframework.com/devops/" target="_blank">https://www.scaledagileframework.com/devops/</a>
<br/><br/>
4 - USDS Digital Playbook - Play #8 (Choose a modern technology stack) <a href="https://playbook.cio.gov/#play8" target="_blank">https://playbook.cio.gov/#play8</a>
<br/><br/>
5 - Scrum Guide - Sprint Review <a href="https://scrumguides.org/scrum-guide.html#sprint-review" target="_blank">https://scrumguides.org/scrum-guide.html#sprint-review</a>
<br/><br/>
<span6 style="font-style:italic;">"Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage."</span> - <a href="https://agilemanifesto.org/principles.html" target="_blank">Agile Manifest Principle #2</a><span class="sup"> 3</span>

The Scaled Agile Framework - System Demo <a href="https://www.scaledagileframework.com/system-demo/" target="_blank">https://www.scaledagileframework.com/system-demo/</a>
<br/><br/>
7 - CCSQ Agile Playbook - Figure Out How To Work (Servant Leadership) <a href="https://wwwqnetconfluence.scaledagileframeworkcms.comgov/display/devops/LACE/Figure+Out+How+To+Work" target="_blank">DevOps</a><span class="sup"> 4</span> practices emphasizes collecting metrics. If you adopt these practices in your program, you will be collecting metrics.>https://qnetconfluence.cms.gov/display/LACE/Figure+Out+How+To+Work</a>

1 - Scrum Guide - Scrum Theory <a href="https://scrumguides.org/scrum-guide.html#scrum-theory" target="_blank">https://scrumguides.org/scrum-guide.html#scrum-theory</a>
<br/><br/>
2 - Scaled Agile Framework - Metrics <a href="https://www.scaledagileframework.com/metrics/" target="_blank">https://www.scaledagileframework.com/metrics/</a>
<br/><br/>
3 - Agile Manifesto - Principles <a href="https://agilemanifesto.org/principles.html" target="_blank">https://agilemanifesto.org/principles.html</a>
<br/><br/>
4 - Scaled Agile Framework - DevOps>empirical</a><span class="sup"> 1</span> data, humans will paint any picture in their head based on what they want, both positive and negative.

Metrics have no feelings, they just are. Interpretation of the metrics is subject to feelings. Making your metrics <a href="https://scrumguides.org/scrum-guide.html#transparency" target="_blank">available</a><span class="sup"> 1</span> through different information radiators (Kanban boards, Confluence pages, reports, charts, etc.) will rally people to your cause and get you the <a href="https://playbook.cio.gov/#play13" target="_blank">support</a><span class="sup"> 2</span> you need for your program.

Since we know that working software is primary measure of progress, open your <a href="https://scrumguidesagilemanifesto.org/scrum-guide.html#sprint-reviewprinciples.html" target="_blank">Iteration<">Agile Manifest Principle #2</a><span class="sup"> 3</span> and

It all starts at the top.devops/</a>
<br/><br/>
5 - USDS Digital Playbook - Play #12 (Use data to drive decisions) <a href="https://wwwplaybook.scaledagileframeworkcio.com/product-and-solution-management/gov/#play12" target="_blank">Leaders</a><span class="sup"> 1</span>, especially leaders of knowledge workers, need to be servants to the people doing the work. This doesn't mean the people in your charge tell you what to do. It means you find out what is getting in their way and you work to remove it. Too many meetings interrupting focus time? At least don't schedule another meeting, at most find out if those meetings are more important than doing the work and figure out how to remove them. Don't have the hardware resources to do proper testing? Figure out how to get the proper resources so the developers and testers can do their job. 
<br/><br/>
Servant leadership also means >https://playbook.cio.gov/#play12</a>

The <a href="https://www.scaledagileframework.com/releaseproduct-train-engineer-and-solution-train-engineermanagement/" target="_blank">Release Train Engineer (RTE)<>Leaders</a><span class="sup"> 4<1</span> is a dedicated position to servant leadership within the <a href="https://www.scaledagileframework.com/agile-release-train/" target="_blank">ART</a><span class="sup"> 8</span>. This person's entire day-to-day is consumed with impediment removal and <a href="https://www.scaledagileframework.com/agile-release-train/" target="_blank">ART</a><span class="sup"> 8</span> execution and improvement. That is a powerful ally to have in your program.

The Lean-Agile Center of Excellence (<a href="https://www.scaledagileframework.com/lace/" target="_blank">LACE</a><span class="sup"> 5</span>) is a group of <a href="https://www.scaledagileframework.com/safe-program-consultant/" target="_blank">Agile Coaches</a><span class="sup"> 6</span> that are dedicated to impediment removal and improvement of your program. They are different than the <a href="https://www.scaledagileframework.com/release-train-engineer-and-solution-train-engineer/" target="_blank">RTE</a><span class="sup"> 4</span>, in that they have a, especially leaders of knowledge workers, need to be servants to the people doing the work. This doesn't mean the people in your charge tell you what to do. It means you find out what is getting in their way and you work to remove it. Too many meetings interrupting focus time? At least don't schedule another meeting, at most find out if those meetings are more important than doing the work and figure out how to remove them. Don't have the hardware resources to do proper testing? Figure out how to get the proper resources so the developers and testers can do their job. 
<br/><br/>
Servant leadership also means you are excited about the work being created. Show up to <a href="https://www.scaledagileframework.com/applysystem-systems-thinkingdemo/" target="_blank">wholistic view<>demos</a><span class="sup"> 7<2</span>. ofIt's the program beyond executionthat simple. TheyThere doshouldn't notbe supplantanything themore <a href="https://www.scaledagileframework.com/release-train-engineer-and-solution-train-engineer/" target="_blank">RTE</a><span class="sup"> 4</span>, they enhance the important than seeing the work your program and teams are producing.
<br/><br/>
<a href="https://www.scaledagileframeworkyoutube.com/release-train-engineer-and-solution-train-engineer/watch?v=HYXH2XUfhfo" target="_blank">RTE<>Here</a><span class="sup"> 4<3</span> is anda programgreat <a href="https://www.scaledagileframeworkyoutube.com/product-and-solution-management/watch?v=HYXH2XUfhfo" target="_blank">leadership<>video</a><span class="sup"> 1<3</span>. Thison isservant another powerful ally at your disposal.

>RTE</a><span class="sup"> 4</span>, in that they have a <a href="https://www.scaledagileframework.com/leanapply-agilesystems-mindsetthinking/" target="_blank">You will always find something to improve on<>wholistic view</a><span class="sup"> 1<7</span>. Thisof requiresthe thatprogram youbeyond haveexecution. regularThey retrospectivesdo to bring to lightnot supplant the items that need improvement. Build time for retrospective events into your cadence.<a href="https://www.scaledagileframework.com/release-train-engineer-and-solution-train-engineer/" target="_blank">RTE</a><span class="sup"> 4</span>, they enhance the <a href="https://scrumguideswww.scaledagileframework.org/scrum-guide.html#sprint-retrospectivecom/release-train-engineer-and-solution-train-engineer/" target="_blank">Team level<>RTE</a><span class="sup"> 2<4</span> and program <a href="https://www.scaledagileframework.com/inspectproduct-and-solution-adaptmanagement/" target="_blank">program level<>leadership</a><span class="sup"> 3<1</span> retrospectives are critical to success. Adopt a. This is another powerful ally at your disposal.

What do you work on? The thing that is creating the biggest problem. You find this out by collecting and analyzing>https://www.scaledagileframework.com/system-demo/</a>
<br/><br/>
3 - YouTube - Leadership on a Submarine <a href="https://www.youtube.com/watch?v=HYXH2XUfhfo" target="_blank">https://www.youtube.com/watch?v=HYXH2XUfhfo</a>
<br/><br/>
4 - Scaled Agile Framework - Release Train Engineer <a href="https://www.scaledagileframework.com/metricsrelease-train-engineer-and-solution-train-engineer/" target="_blank">metrics</a><span class="sup"> 5</span>.>https://www.scaledagileframework.com/release-train-engineer-and-solution-train-engineer/</a>
<br/><br/>
5 - Scaled Agile Framework - LACE <a href="https://www.scaledagileframework.com/take-an-economic-viewlace/" target="_blank">Economic decisions</a><span class="sup"> 7</span> are usually the best>https://www.scaledagileframework.com/lace/</a>
<br/><br/>
6 - Scaled Agile Framework - SAFe Program Consultant <a href="https://playbookwww.cio.gov/#play12scaledagileframework.com/safe-program-consultant/" target="_blank">decisions</a><span class="sup"> 8</span>.>https://www.scaledagileframework.com/safe-program-consultant/</a>
<br/><br/>
Knee7 -jerk reactionsScaled toAgile inFramework the- moment situations rarely have long term benefits. Pick the most important thing and work on that. If you try to improve everything at once you will probably fail. Find the biggest pain point or the most valuable item and work on that. Get it to a state that you can live with and work on something else.Principle #2 Apply Systems Thinking <a href="https://www.scaledagileframework.com/apply-systems-thinking/" target="_blank">https://www.scaledagileframework.com/apply-systems-thinking/</a>

1 - Scaled Agile Framework - Lean-Agile Mindset <a href="https://www.scaledagileframework.com/lean-agile-mindset/" target="_blank">https://www.scaledagileframework.com/lean-agile-mindset/</a>
<br/><br/>
2 - Scrum Guide - Sprint Retrospective <a href="https://scrumguides.org/scrum-guide.html#sprint-retrospective" target="_blank">https://scrumguides.org/scrum-guide.html#sprint-retrospective</a>
<br/><br/>
3 - Scaled Agile Framework - Inspect and Adapt>Team level</a><span class="sup"> 2</span> and <a href="https://www.scaledagileframework.com/inspect-and-adapt/" target="_blank">https://www.scaledagileframework.com/inspect-and-adapt/</a>
<br/><br/>
4 - Scaled Agile Framework - Continuous Learning Culture>program level</a><span class="sup"> 3</span> retrospectives are critical to success. Adopt a <a href="https://www.scaledagileframework.com/continuous-learning-culture/" target="_blank">https://www.scaledagileframework.com/continuous-learning-culture/</a>
<br/><br/>
5 - Agile Manifesto Principles >culture of improvement</a><span class="sup"> 4</span>, from the top down, to encourage everyone in the ART to improve.
<br/><br/>
<span style="font-style:italic;">"At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly."</span> - <a href="https://agilemanifesto.org/principles.html" target="_blank">https://agilemanifesto.org/principles.html</a>
<br/><br/>
6 - Scaled Agile Framework - Metrics ">Agile Principle #12</a><span class="sup"> 5</span>

The nine plays described are the foundation for Agile adoption and transformation based on the historically proven practices of the <a href="https://agilemanifesto.orgwww.scaledagileframework.com/lean-agile-mindset/" target="_blank">Agile Manifesto</a><span class="sup"> 1</span>, <a href="https://scrumguides.org/" target="_blank">Scrum</a><span class="sup"> 2</span>,>https://www.scaledagileframework.com/lean-agile-mindset/</a>
<br/><br/>
2 - Scrum Guide - Sprint Retrospective <a href="https://www.scaledagileframework.com/scrumguides.org/scrum-guide.html#sprint-retrospective" target="_blank">SAFe</a><span class="sup"> 3</span>, and>https://scrumguides.org/scrum-guide.html#sprint-retrospective</a>
<br/><br/>
3 - Scaled Agile Framework - Inspect and Adapt <a href="https://playbookwww.cio.govscaledagileframework.com/inspect-and-adapt/" target="_blank">USDS Digital Playbook</a><span class="sup"> 4</span>.>https://www.scaledagileframework.com/inspect-and-adapt/</a>
<br/><br/>
Take4 some- timeScaled toAgile research and learn about these resources. There are many trainings,Framework - Continuous Learning Culture <a href="https://qnetconfluencewww.cmsscaledagileframework.gov/display/LACE/Upcoming+Eventscom/continuous-learning-culture/" target="_blank">formal</a><span class="sup"> 14</span> and informal, to improve your knowledge and understanding. Engage with >https://www.scaledagileframework.com/continuous-learning-culture/</a>
<br/><br/>
5 - Agile Manifesto Principles <a href="https://playbookagilemanifesto.cio.gov/#play5org/principles.html" target="_blank">organizations</a><span class="sup"> 5</span> that hold these practices and principles in high value to have the>https://agilemanifesto.org/principles.html</a>
<br/><br/>
6 - Scaled Agile Framework - Metrics <a href="https://www.scaledagileframework.com/safe-program-consultantmetrics/" target="_blank">Agile Coaches</a><span class="sup"> 6</span>,>https://www.scaledagileframework.com/metrics/</a>
<br/><br/>
7 - Scaled Agile Framework - Principle #1 Take an Economic View <a href="https://www.scaledagileframework.com/releasetake-trainan-engineer-and-solution-train-engineereconomic-view/" target="_blank">RTEs</a><span class="sup"> 7</span>,>https://www.scaledagileframework.com/take-an-economic-view/</a>
<br/><br/>
8 - USDS Digital Playbook - Play #12 (Use data to drive decisions) <a href="https://wwwplaybook.scaledagileframeworkcio.com/agile-teams/gov/#play12" target="_blank">team members</a><span class="sup"> 8</span>, and <a href="https://www.scaledagileframework.com/product-and-solution-management/" target="_blank">product managers</a><span class="sup"> 10</span> in <a href="https://playbook.cio.gov/#play7" target="_blank">place</a><span class="sup"> 9</span> to deliver value to the American constituent. Create a <a href="https://www.scaledagileframework.com/continuous-learning-culture/" target="_blank">culture</a><span class="sup"> 12</span> of change for the better through Inspect and Adapt.
<br/><br/>
Commit to being a <a href="https://playbook.cio.gov/#play6" target="_blank">responsible steward</a><span class="sup"> 15</span> of taxpayer dollars and enhancement of American lives and act on it.