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<div style="font-size:large;font-weight:bold;margin:auto;"><a href="https://qnetconfluence.cms.gov/display/LACE/Contact+LACE" target="_blank">Contact the LACE for Support</a></div></center>

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title	ADO's READ THIS FIRST!
type	Success

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ADO Contractors are required to read and understand the <strong><a href="https://qnetconfluence.cms.gov/display/LACE/CCSQ+ADO+Onboarding+Guide" target="_blank">CCSQ ADO Onboarding Guide.</a></strong>

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title	AGILITY @ CCSQ
type	Info

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CCSQ employees and ADO's can find out more information in the <strong><a href="https://qnetconfluence.cms.gov/display/LACE/CCSQ+Agility+Practices+Guide" target="_blank">CCSQ Agility Practices Guide</a></strong>.

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title	AGILE PLAYBOOK

AGILE PLAYS FOR CCSQ

In order to serve the American people successfully, the government needs to work differently than it has, historically. Using values, principles, frameworks, and playbooks from successful organizations, here are 9 "plays" that CCSQ uses to deliver value.

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1. BE AGILE

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By now, most people have heard of "Agile", but what does it really mean?

At the core is the Agile Manifesto, a collection of 4 values and 12 principles to guide decisions and process for creating value. Visit the <a href="https://agilemanifesto.org/" target="_blank">Agile Manifesto</a><span class="sup"> 1</span> to learn more.

The bottom line is, break your work down into the smallest unit of value you can identify, build it (<a href="https://playbook.cio.gov/#play4" target="_blank">build it well</a><span class="sup"> 4</span>), release it, and get feedback. There are many Agile resources available to the government. <a href="https://playbook.cio.gov/#play5" target="_blank">Contractors</a><span class="sup"> 5</span> have developers, testers, Scrum Masters, Product Owners, Agile Coaches, HCD experts, etc. on staff and they WANT to help the government improve and deliver the value to the American constituent, ASAP.

The United States Federal Government is dedicated to Agile and creating and delivering value. It has created the <a href="https://www.usds.gov/" target="_blank">United States Digital Service</a><span class="sup"> 2</span>, which has created a <a href="https://playbook.cio.gov/" target="_blank">playbook</a><span class="sup"> 3</span> for software development.

References

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1 - The Agile Manifesto <a href="https://agilemanifesto.org/" target="_blank">https://agilemanifesto.org/</a>
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2 - United States Digital Service <a href="https://www.usds.gov/" target="_blank">https://www.usds.gov/</a>
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3 - USDS Digital Playbook <a href="https://playbook.cio.gov/" target="_blank">https://playbook.cio.gov/</a>
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4 - 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>
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5 - USDS Digital Playbook - Play #5 (Structure budgets and contracts to support delivery) <a href="https://playbook.cio.gov/#play5" target="_blank">https://playbook.cio.gov/#play5</a>

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title	2. VALUE

Utilize the LACE

The Lean Agile Center of Excellence (LACE) team offers three core services: Program and Product Delivery Acceleration, Continuous Learning and Innovation Support, and Enterprise Maturity and Performance. These services can help programs in various ways:

Program and Product Delivery Acceleration service can help speed up delivery and improve efficiency
Continuous Learning and Innovation Support service provides the necessary tools and resources to stay current and innovative
Enterprise Maturity and Performance service helps achieve optimal performance and maturity

Together, these three service categories can help your program to achieve its goals, improve its performance and deliver unparalleled value. Let us help you take your program to the next level with our comprehensive service offerings.

Visit our home page to learn more.

References

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1 - The Agile Manifesto

2. UNDERSTAND THE VALUE

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Too often, humans want to jump immediately to the "solution." Without a clear understanding of the <a href="https://playbook.cio.gov/#play1" target="_blank">problem</a><span class="sup"> 1</span>, the chances that the solution does not actually solve anything is increased. Agility requires a thorough understanding of the problem. Take these 4 steps to understand the value:
<br/>
<h3><strong>1. Identify your customers</strong></h3>
<br/>
Go out and find the <a href="https://www.scaledagileframework.com/customer-centricity/" target="_blank">customers</a><span class="sup"> 3</span> that have the problems that need to be solved. Using <a href="https://playbook.cio.gov/#play3" target="_blank">Human Centered Design</a><span class="sup"> 6</span> (<a href="https://www.scaledagileframework.com/design-thinking/" target="_blank">HCD</a><span class="sup"> 5</span>) techniques, gather <span style="font-style:italic;font-weight:bold;">JUST ENOUGH</span> information to drive the Mission and <a href="https://www.scaledagileframework.com/vision/" target="_blank">Vision</a><span class="sup"> 2</span> and build your first iteration of the solution. Don't spend too long on this. The needs of the customer change, so get the value into their hands as soon as possible so you can get the feedback necessary to iterate the solution to make it more valuable for them.
<br/>
<h3><strong>2. Develop mission and vision statement</strong></h3>
<br/>
Without a clear articulation of the mission and vision, only a small group, or individual, will have clear understanding. To widen the understanding, write down your Mission and <a href="https://www.scaledagileframework.com/vision/" target="_blank">Vision</a><span class="sup"> 2</span> in simple language. Communicate your Mission and Vision and get feedback about their understanding. Refine the Mission and <a href="https://www.scaledagileframework.com/visionagilemanifesto.org/" target="_blank">Vision</a><span class="sup"> 2</span> until is understandable by the majority of stakeholders, customers, contractors, etc.
<br/>
<h3><strong>3. Create a Value Stream Map</strong></h3>
<br/>
Value doesn't just appear. It takes work to deliver it. Creating a >https://agilemanifesto.org/</a>
<br/><br/>
2 - United States Digital Service <a href="https://www.scaledagileframework.com/operational-value-streamsusds.gov/" target="_blank">visual map</a><span class="sup"> 4</span> of the flow of value in your organization brings clarity to everyone on how it gets done today, and how you want to get it done in the future.>https://www.usds.gov/</a>
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3 - USDS Digital Playbook <a href="https://playbook.cio.gov/" target="_blank">https://playbook.cio.gov/</a>
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Spend4 the- necessaryUSDS amountDigital ofPlaybook time- withPlay the#4 necessary(Build peoplethe toservice createusing aagile valueand streamiterative mappractices) (<a href="https://wwwplaybook.scaledagileframeworkcio.com/operational-value-streams/gov/#play4" target="_blank">VSM</a><span class="sup"> 4</span>). Revisit the VSM every few months and make updates based on the new reality.
<br/>
<h3><strong>4. Create a Backlog</strong></h3>
<br/>
Capturing what to work on and in what order is critical to delivering value to the customer. Start with a backlog. On the program level, this can be >https://playbook.cio.gov/#play4</a>
<br/><br/>
5 - USDS Digital Playbook - Play #5 (Structure budgets and contracts to support delivery) <a href="https://wwwplaybook.scaledagileframeworkcio.com/portfolio-backlog/gov/#play5" target="_blank">https://playbook.cio.gov/#play5</a>

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2. UNDERSTAND THE VALUE

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Too often, humans want to jump immediately to the "solution." Without a clear understanding of the>Epics</a><span class="sup"> 7</span> and <a href="https://wwwplaybook.scaledagileframeworkcio.com/program-and-solution-backlogs/gov/#play1" target="_blank">Features<>problem</a><span class="sup"> 8<1</span>. These are larger sized items that describe functionality for users that bring value. On a smaller level we have the <a href="https://scrumguides.org/scrum-guide.html#product-backlog" target="_blank">Product Backlog</a><span class="sup"> 9</span>, or, the chances that the solution does not actually solve anything is increased. Agility requires a thorough understanding of the problem. Take these 4 steps to understand the value:
<br/>
<h3><strong>1. Identify your customers</strong></h3>
<br/>
Go out and find the <a href="https://www.scaledagileframework.com/teamcustomer-backlogcentricity/" target="_blank">Team Backlog<>customers</a><span class="sup"> 10<3</span>. The items in this are parts of Epics and Features that can be developed and released independently, but alone do not solve all of a customer's problem.
<br/><br/>
The items in the various backlogs describe the desired value and how to measure success. This value is from the customer's point of view. Simply, this means that technical tasks alone are not valuable to customers. End-to-end development is needed to bring the value to the customer to solve problems. The items on the Team Backlog usually take the form of that have the problems that need to be solved. Using <a href="https://playbook.cio.gov/#play3" target="_blank">Human Centered Design</a><span class="sup"> 6</span> (<a href="https://www.scaledagileframework.com/design-thinking/" target="_blank">HCD</a><span class="sup"> 5</span>) techniques, gather <span style="font-style:italic;font-weight:bold;">JUST ENOUGH</span> information to drive the Mission and <a href="https://www.scaledagileframework.com/storyvision/" target="_blank">User Stories<>Vision</a><span class="sup"> 11</span>.

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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>
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2 - Scaled Agile Framework - Vision <a href="https://www.scaledagileframework.com/vision/" target="_blank">https://www.scaledagileframework.com/vision/</a>
<br/><br/>
3 - Scaled Agile Framework - Customer Centricity2</span> and build your first iteration of the solution. Don't spend too long on this. The needs of the customer change, so get the value into their hands as soon as possible so you can get the feedback necessary to iterate the solution to make it more valuable for them.
<br/>
<h3><strong>2. Develop mission and vision statement</strong></h3>
<br/>
Without a clear articulation of the mission and vision, only a small group, or individual, will have clear understanding. To widen the understanding, write down your Mission and <a href="https://www.scaledagileframework.com/customer-centricityvision/" target="_blank">https://www.scaledagileframework.com/customer-centricity/</a>
<br/><br/>
4 - Scaled Agile Framework - Operational Value Streams <a href="https://www.scaledagileframework.com/operational-value-streams/" target="_blank">https://www.scaledagileframework.com/operational-value-streams/</a>
<br/><br/>
5 - Scaled Agile Framework - Design Thinking>Vision</a><span class="sup"> 2</span> in simple language. Communicate your Mission and Vision and get feedback about their understanding. Refine the Mission and <a href="https://www.scaledagileframework.com/design-thinkingvision/" target="_blank">https://www.scaledagileframework.com/design-thinking/</a>
<br/><br/>
6 - USDS Digital Playbook - Play #3 (Make it simple and intuitive) <a href="https://playbook.cio.gov/#play3" target="_blank">https://playbook.cio.gov/#play3</a>
<br/><br/>
7 - Scaled Agile Framework - Portfolio Backlogs>Vision</a><span class="sup"> 2</span> until is understandable by the majority of stakeholders, customers, contractors, etc.
<br/>
<h3><strong>3. Create a Value Stream Map</strong></h3>
<br/>
Value doesn't just appear. It takes work to deliver it. Creating a <a href="https://www.scaledagileframework.com/portfoliooperational-value-backlogstreams/" target="_blank">https://www.scaledagileframework.com/portfolio-backlog/</a>>visual map</a><span class="sup"> 4</span> of the flow of value in your organization brings clarity to everyone on how it gets done today, and how you want to get it done in the future.
<br/><br/>
8 - Scaled Agile Framework - Program and Solution Backlogs Spend the necessary amount of time with the necessary people to create a value stream map (<a href="https://www.scaledagileframework.com/programoperational-andvalue-solution-backlogsstreams/" target="_blank">https://www.scaledagileframework.com/program-and-solution-backlogs/</a>
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9 - Scrum Guide - Product Backlog>VSM</a><span class="sup"> 4</span>). Revisit the VSM every few months and make updates based on the new reality.
<br/>
<h3><strong>4. Create a Backlog</strong></h3>
<br/>
Capturing what to work on and in what order is critical to delivering value to the customer. Start with a backlog. On the program level, this can be <a href="https://scrumguideswww.scaledagileframework.orgcom/scrumportfolio-guide.html#product-backlog/" target="_blank">https://scrumguides.org/scrum-guide.html#product-backlog</a>
<br/><br/>
10 - Scaled Agile Framework - Team Backlog >Epics</a><span class="sup"> 7</span> and <a href="https://www.scaledagileframework.com/team-backlogprogram-and-solution-backlogs/" target="_blank">https://www.scaledagileframework.com/team-backlog/</a>
<br/><br/>
11 - Scaled Agile Framework - Story">Features</a><span class="sup"> 8</span>. These are larger sized items that describe functionality for users that bring value. On a smaller level we have the <a href="https://www.scaledagileframework.com/story/scrumguides.org/scrum-guide.html#product-backlog" target="_blank">https://www.scaledagileframework.com/story/</a>

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3. ORGANIZE THE PEOPLE

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People get the work done. They solve the problems. >Product Backlog</a><span class="sup"> 9</span>, or <a href="https://playbookwww.cio.gov/#play10scaledagileframework.com/team-backlog/" target="_blank">Automation<>Team Backlog</a><span class="sup"> 1<10</span> (through computers or some other machines) repeats tasks. The items in this are parts of Epics and Features that can be developed and released independently, but alone do not solve all of a customer's problem.
<br/><br/>
<a href="https://playbook.cio.gov/#play7" target="_blank">Bring the people to the work</a><span class="sup"> 2</span>, not the work to the people. Simply put, get the right people involved for the minimum amount of time to accomplish value delivery. Whether short-term or long-lived, nothing gets done without the people, and nothing gets done well without the right people.
<br/><br/>
Organization of the people can take many forms, but we recommend a few simple, proven frameworks. (The items in the various backlogs describe the desired value and how to measure success. This value is from the customer's point of view. Simply, this means that technical tasks alone are not valuable to customers. End-to-end development is needed to bring the value to the customer to solve problems. The items on the Team Backlog usually take the form of <a href="https://www.scaledagileframework.com/story/" target="_blank">User Stories</a><span class="sup"> 11</span>.

References

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1 - USDS Digital Playbook - Play #1 (Understand what people need) <a href="https://scrumguidesplaybook.cio.org/scrum-guide.htmlgov/#play1" target="_blank">Scrum</a><span class="sup"> 3</span> and>https://playbook.cio.gov/#play1</a>
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2 - Scaled Agile Framework - Vision <a href="https://www.scaledagileframework.com/vision/" target="_blank">Scaled>https://www.scaledagileframework.com/vision/</a>
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3 - Scaled Agile Framework (SAFe)</a><span class="sup"> 4</span>, specifically.)

The Team

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The- Customer Centricity <a href="https://scrumguideswww.scaledagileframework.orgcom/scrum-guide.html#scrum-teamcustomer-centricity/" 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.>https://www.scaledagileframework.com/customer-centricity/</a>
<br/><br/>
4 - Scaled Agile Framework - Operational Value Streams <a href="https://www.scaledagileframework.com/operational-value-streams/" target="_blank">https://www.scaledagileframework.com/operational-value-streams/</a>
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5 - Scaled Agile Framework - Design Thinking <a href="https://www.scaledagileframework.com/design-thinking/" target="_blank">https://www.scaledagileframework.com/design-thinking/</a>
<br/><br/>
6 - USDS Digital Playbook - Play #3 (Make it simple and intuitive) <a href="https://playbook.cio.gov/#play3" target="_blank">https://playbook.cio.gov/#play3</a>
<br/><br/>
7 - Scaled Agile Framework - Portfolio Backlogs <a href="https://www.scaledagileframework.com/portfolio-backlog/" target="_blank">https://www.scaledagileframework.com/portfolio-backlog/</a>
<br/><br/>
Remember,8 bring- theScaled peopleAgile toFramework the work.

Team of Teams

Now that you have your cross-functional team, scale that out to 8-10 teams. Again, every single team is cross-functional, as if it were the only team you had. When you have multiple teams you must coordinate these teams to plan together for the medium term and along the way they will continuously synchronize on progress and deliverables.

Proven Frameworks

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In order to achieve the Team and Team of Teams organization, CCSQ uses two proven frameworks that promote agility,- Program and Solution Backlogs <a href="https://www.scaledagileframework.com/program-and-solution-backlogs/" target="_blank">https://www.scaledagileframework.com/program-and-solution-backlogs/</a>
<br/><br/>
9 - Scrum Guide - Product Backlog <a href="https://scrumguides.org/scrum-guide.html#product-backlog" target="_blank">https://scrumguides.org/scrum-guide.html#product-backlog</a>
<br/><br/>
10 - Scaled Agile Framework - Team Backlog <a href="https://scrumguideswww.scaledagileframework.orgcom/scrum-guide.htmlteam-backlog/" target="_blank">https://www.scaledagileframework.com/team-backlog/</a>
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11 - Scaled Agile Framework - Story <a href="https://www.scaledagileframework.com/story/" target="_blank">https://www.scaledagileframework.com/story/</a>

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3. ORGANIZE THE PEOPLE

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People get the work done. They solve the problems.>Scrum</a><span class="sup"> 3</span> and Scaled Agile Framework <a href="https://wwwplaybook.scaledagileframeworkcio.comgov/#play10" target="_blank">SAFe<>Automation</a><span class="sup"> 4<1</span> (through computers or some other machines) repeats tasks.
<br/><br/>
<a href="https://scrumguidesplaybook.cio.org/scrum-guide.htmlgov/#play7" target="_blank">Scrum<>Bring the people to the work</a><span class="sup"> 3<2</span>, is onnot the work to the team level. It has processes and practices for building a <a href="https://scrumguides.org/scrum-guide.html#scrum-team" target="_blank">team</a><span class="sup"> 8</span> and helping that team execute through a set of standard events that happen on a regular cadence. Check out the people. Simply put, get the right people involved for the minimum amount of time to accomplish value delivery. Whether short-term or long-lived, nothing gets done without the people, and nothing gets done well without the right people.
<br/><br/>
Organization of the people can take many forms, but we recommend a few simple, proven frameworks. (<a href="https://scrumguides.org/scrum-guide.html" target="_blank">Scrum Guide<>Scrum</a><span class="sup"> 3</span>, it's only 20 pages.
<br/><br/>
and <a href="https://www.scaledagileframework.com/" target="_blank">SAFe<>Scaled Agile Framework (SAFe)</a><span class="sup"> 4</span> takes the framework of , specifically.)

The Team

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The <a href="https://scrumguides.org/scrum-guide.htmlhtml#scrum-team" target="_blank">Scrum<>team</a><span class="sup"> 3<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.

Team of Teams

Now that you have your cross-functional team, scale that out to 8-10 teams. Again, every single team is cross-functional, as if it were the only team you had. When you have multiple teams you must coordinate these teams to plan together for the medium term and along the way they will continuously synchronize on progress and deliverables.

Proven Frameworks

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In order to achieve the Team and and scales it to multiple teams at the Program level. Through a regular cadence of <a href="https://scrumguides.org/scrum-guide.html#scrum-events" target="_blank">events</a><span class="sup"> 7</span>, the teams coordinate and align on the value delivery. While the <a href="https://www.scaledagileframework.com/" target="_blank">SAFe</a><span class="sup"> 4</span> guide is longer than the <a href="https://scrumguides.org/scrum-guide.html" target="_blank">Scrum Guide</a><span class="sup"> 3</span>, it is relatively lightweight, given the fact it is for organizing 75-150 people in value delivery. This Team of Teams isorganization, calledCCSQ anuses <a href="https://www.scaledagileframework.com/agile-release-train/" target="_blank">Agile Release Train (ART)</a><span class="sup"> 6</span>, in the two proven frameworks that promote agility, <a href="https://www.scaledagileframework.com/" target="_blank">SAFe</a><span class="sup"> 4</span> vernacular.
<br/><br/>
There are skilled <a href="https://www.scaledagileframework.com/safe-program-consultant/scrumguides.org/scrum-guide.html" target="_blank">coaches<>Scrum</a><span class="sup"> 5<3</span> and Scaled Agile experiencedFramework <a href="https://playbookwww.cioscaledagileframework.govcom/#play7" target="_blank">contractors<>SAFe</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.

References

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1 - USDS Digital Playbook - Play #10 (Automate testing and deployments) 4</span>.
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<a href="https://playbook.cio.gov/#play10scrumguides.org/scrum-guide.html" target="_blank">https://playbook.cio.gov/#play10</a>
<br/><br/>
2 - USDS Digital Playbook - Play #7 (Bring in experienced teams)>Scrum</a><span class="sup"> 3</span> is on the team level. It has processes and practices for building a <a href="https://playbook.cio.gov/#play7scrumguides.org/scrum-guide.html#scrum-team" target="_blank">https://playbook.cio.gov/#play7</a>
<br/><br/>
3 - Scrum Guide>team</a><span class="sup"> 8</span> and helping that team execute through a set of standard events that happen on a regular cadence. Check out the <a href="https://scrumguides.org/scrum-guide.html" target="_blank">https://scrumguides.org/scrum-guide.html</a>>Scrum Guide</a><span class="sup"> 3</span>, it's only 20 pages.
<br/><br/>
4 - Scaled Agile Framework <a href="https://www.scaledagileframework.com/" target="_blank">https://www.scaledagileframework.com/</a>
<br/><br/>
5 - Scaled Agile Framework - SAFe Program Consultant >SAFe</a><span class="sup"> 4</span> takes the framework of <a href="https://wwwscrumguides.scaledagileframework.comorg/safe-program-consultant/scrum-guide.html" target="_blank">https://www.scaledagileframework.com/safe-program-consultant/</a>
<br/><br/>
6 - Scaled Agile Framework - Agile Release Train>Scrum</a><span class="sup"> 3</span> and scales it to multiple teams at the Program level. Through a regular cadence of <a href="https://wwwscrumguides.scaledagileframework.comorg/agilescrum-release-train/guide.html#scrum-events" target="_blank">https://www.scaledagileframework.com/agile-release-train/</a>
<br/><br/>
7 - Scaled Agile Framework - Program Increment>events</a><span class="sup"> 7</span>, the teams coordinate and align on the value delivery. While the <a href="https://www.scaledagileframework.com/program-increment/" target="_blank">https://www.scaledagileframework.com/program-increment/</a>
<br/><br/>
8 - Scrum Guide - Scrum Team.scaledagileframework.com/" target="_blank">SAFe</a><span class="sup"> 4</span> guide is longer than the <a href="https://scrumguides.org/scrum-guide.html#scrum-teamhtml" target="_blank">https://scrumguides.org/scrum-guide.html#scrum-team</a>

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title	4. WORK

4. FIGURE OUT HOW TO WORK

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You've identified your>Scrum Guide</a><span class="sup"> 3</span>, it is relatively lightweight, given the fact it is for organizing 75-150 people in value delivery. This Team of Teams is called an <a href="https://www.scaledagileframework.com/customeragile-release-centricitytrain/" target="_blank">customers<>Agile Release Train (ART)</a><span class="sup"> 5<6</span>, you've statedin the <a href="https://playbookwww.cioscaledagileframework.govcom/#play1" target="_blank">customers<>SAFe</a><span class="sup"> 1<4</span> youvernacular.
<br/><br/>
There are trying to solve and created askilled <a href="https://www.scaledagileframework.com/operationalsafe-valueprogram-streamsconsultant/" target="_blank">value stream map<>coaches</a><span class="sup"> 17<5</span>, and you've gathered the right people and organized them into teams. Now you have to get to work!
<br/><br/>
We've already mentionedexperienced <a href="https://scrumguidesplaybook.cio.org/scrum-guide.htmlgov/#play7" target="_blank">Scrum<>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.

References

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1 - USDS Digital Playbook - Play #10 (Automate testing and deployments) <a href="https://wwwplaybook.scaledagileframeworkcio.comgov/#play10" target="_blank">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>https://playbook.cio.gov/#play10</a>
<br/><br/>
2 - USDS Digital Playbook - Play #7 (Bring in experienced teams) <a href="https://playbook.cio.gov/#play4#play7" target="_blank">value</a><span class="sup"> 6</span> and get it out the door to the customers.

Scrum at the Team Level

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>https://playbook.cio.gov/#play7</a>
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3 - Scrum Guide <a href="https://scrumguides.org/scrum-guide.html" target="_blank">Scrum</a><span class="sup"> 2</span> works in a short cycle called an >https://scrumguides.org/scrum-guide.html</a>
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4 - Scaled Agile Framework <a href="https://scrumguides.org/scrum-guide.html#the-sprintwww.scaledagileframework.com/" target="_blank">Iteration</a><span class="sup"> 4</span>, generally two weeks, with a defined set of events that happen at regular times in that timebox. >https://www.scaledagileframework.com/</a>
<br/><br/>
5 - Scaled Agile Framework - SAFe Program Consultant <a href="https://scrumguideswww.scaledagileframework.orgcom/scrumsafe-guide.html#sprint-planningprogram-consultant/" target="_blank">Planning</a><span class="sup"> 7</span>,>https://www.scaledagileframework.com/safe-program-consultant/</a>
<br/><br/>
6 - Scaled Agile Framework - Agile Release Train <a href="https://scrumguideswww.scaledagileframework.orgcom/scrumagile-guide.html#daily-scrumrelease-train/" target="_blank">Daily Stand Up</a><span class="sup"> 8</span>, <a href="https>https://scrumguideswww.scaledagileframework.orgcom/scrum-guide.html#sprint-review" target="_blank">Review</a><span class="sup"> 9</span>,agile-release-train/</a>
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7 - Scaled Agile Framework - Program Increment <a href="https://scrumguideswww.scaledagileframework.orgcom/scrum-guide.html#sprint-retrospectiveprogram-increment/" target="_blank">Retrospective</a><span class="sup"> 10</span>, and Refinement. That's it. In a given two week period,>https://www.scaledagileframework.com/program-increment/</a>
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8 - Scrum Guide - Scrum Team <a href="https://scrumguides.org/scrum-guide.html#developershtml#scrum-team" target="_blank">developers</a><span class=>https://scrumguides.org/scrum-guide.html#scrum-team</a>

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title	4. WORK

4. FIGURE OUT HOW TO WORK

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You've identified your "sup"> 18</span> shouldn't have many, or any, "extra" meetings. Focus time is important, and we want to give the <a href="https://scrumguideswww.scaledagileframework.orgcom/scrum-guide.html#developerscustomer-centricity/" target="_blank">developers<>customers</a><span class="sup"> 18</span> (the folks that get the work done) the uninterrupted time to do their best work.

Scaled Agile at the Program Level

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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 an5</span>, you've identified the <a href="https://playbook.cio.gov/#play1" target="_blank">problems</a><span class="sup"> 1</span> you are trying to solve and created a <a href="https://www.scaledagileframework.com/agileoperational-releasevalue-trainstreams/" target="_blank">Agile>value Release Train (ART)<stream map</a><span class="sup"> 11<17</span>). However, theand timeboxyou've forgathered the right Programpeople isand longerorganized thanthem twointo weeks. Generally, the Program operates in ateams. Now you have to get to work!
<br/><br/>
We've already mentioned <a href="https://scrumguides.org/scrum-guide.html" target="_blank">Scrum</a><span class="sup"> 2</span> and <a href="https://www.scaledagileframework.com/program-increment/" target="_blank">Program Increment (PI)<>SAFe</a><span class="sup"> 12<3</span> that is 8-12 weeks. DuringLet's thatuse mediumthese termframeworks timebox,to wehelp willguide haveus similarin events. PI Planning, ART Sync, System Demos, and PI Retrospective are all included that bring together the right people from the teams.

Cadence

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 our day-to-day work to create that <a href="https://www.scaledagileframework.com/apply-cadence-synchronize-with-cross-domain-planning/playbook.cio.gov/#play4" target="_blank">Cadence<>value</a><span class="sup"> 13<6</span> and isget anit 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.

Focus Time

out the door to the customers.

Scrum at the Team Level

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<a href="https://scrumguides.org/scrum-guide.html" target="_blank">Scrum</a><span class="sup"> 2</span> works in a short cycle called an

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As mentioned in <a href="https://wwwscrumguides.scaledagileframework.comorg/applyscrum-cadence-synchronize-with-cross-domain-planning/guide.html#the-sprint" target="_blank">Cadence<>Iteration</a><span class="sup"> 13<4</span>, interruptionsgenerally aretwo disruptive to knowledge workers. Allowing our teams to have focus time to get the work done will go a long way to helping success.

Social Contracts

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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 weeks, with a defined set of events that happen at regular times in that timebox. <a href="https://scrumguides.org/scrum-guide.html#sprint-planning" target="_blank">Planning</a><span class="sup"> 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://scrumguides.org/scrum-guide.html#sprint-review" target="_blank">Review</a><span class="sup"> 9</span>, <a href="https://scrumguides.org/scrum-guide.html#incrementhtml#sprint-retrospective" target="_blank">Definitions of Done<>Retrospective</a><span class="sup"> 14<10</span> (success criteria), areand invaluableRefinement. 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.

Servant Leadership

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Leaders in the Program mustThat's it. In a given two week period, <a href="https://scrumguides.org/scrum-guide.html#developers" target="_blank">developers</a><span class="sup"> 18</span> shouldn't have many, or any, "extra" meetings. Focus time is important, and we want to give the <a href="https://wwwscrumguides.scaledagileframework.comorg/lean-agile-mindset/scrum-guide.html#developers" target="_blank">respect<>developers</a><span class="sup"> 15<18</span> (the peoplefolks that doingget the work. done) the uninterrupted time to do their best work.

Scaled Agile at the Program Level

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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 <a href="https://www.scaledagileframework.com/agile-release-train/" target="_blank">Agile Release Train (ART)</a><span class="sup"> 11</span>). However, the timebox for the Program is longer than two weeks. Generally, the Program operates in a Not scheduling interruptions during focus time, removing impediments, and generally working for the people in your charge will yield better results than a traditional "command and control" techniques.
<br/><br/>
Being a leader of knowledge workers means you will know less about how to get the work done than the people doing the work.
<br/><br/>
<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://agilemanifesto.org/principles.htmlwww.scaledagileframework.com/program-increment/" target="_blank">Agile>Program Manifest Principle #5<Increment (PI)</a><span class="sup"> 16<12</span>

Self Organization

 that is 8-12 weeks. During that medium term timebox, we will have similar events. PI Planning, ART Sync, System Demos, and PI Retrospective are all included that bring together the right people from the teams.

Cadence

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Yes, we like cadence to establish a working rhythm. We like social contracts to establish the rules of engagement and success criteria. But this is not necessarily prescriptive of every aspect of the individual teams and the <a href="https://www.scaledagileframework.com/agile-release-trainapply-cadence-synchronize-with-cross-domain-planning/" target="_blank">ART<>Cadence</a><span class="sup"> 11<13</span>.  is Wean wantimportant topart makeof sureprocess thesuccess. expertsBecause doingof the context workswitching havecosts thebetween freedomtopics, andwe flexibilitywant to limit it doto the work in the best way they see fit. We establish cadence and other minimal constraints to encourage transparency and collaboration, but give the teams andabsolute 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.

Focus Time

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As mentioned in <a href="https://www.scaledagileframework.com/agile-release-trainapply-cadence-synchronize-with-cross-domain-planning/" target="_blank">ART<>Cadence</a><span class="sup"> 11<13</span>, interruptions are flexibilitydisruptive to complete the tasks. It works. If you trust your people, they will deliver.
<br/><br/>
"The best architectures, requirements, and designs emerge from self-organizing teams." - <a href="https://agilemanifesto.org/principles.html" target="_blank">Agile Manifest Principle #11</a><span class="sup"> 16</span>

References

knowledge workers. Allowing our teams to have focus time to get the work done will go a long way to helping success.

Social Contracts

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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

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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 <a href="https://scrumguides.org/scrum-guide.htmlhtml#increment" target="_blank">https://scrumguides.org/scrum-guide.html</a>
<br/><br/>
3 - Scaled Agile Framework>Definitions of Done</a><span class="sup"> 14</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.

Servant Leadership

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Leaders in the Program must <a href="https://www.scaledagileframework.com/lean-agile-mindset/" target="_blank">https://www.scaledagileframework.com/</a>
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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>>respect</a><span class="sup"> 15</span> the people doing the work. Not scheduling interruptions during focus time, removing impediments, and generally working for the people in your charge will yield better results than a traditional "command and control" techniques.
<br/><br/>
5 - Scaled Agile Framework - Customer Centricity <a href="https://www.scaledagileframework.com/customer-centricity/" target="_blank">https://www.scaledagileframework.com/customer-centricity/</a>
<br/><br/>
6 - USDS Digital Playbook - Play #4 (Build the service using agile and iterative practices)Being a leader of knowledge workers means you will know less about how to get the work done than the people doing the work.
<br/><br/>
<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://playbookagilemanifesto.cio.gov/#play4org/principles.html" target="_blank">https://playbook.cio.gov/#play4</a>
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7 - Scrum Guide - Sprint Planning>Agile Manifest Principle #5</a><span class="sup"> 16</span>

Self Organization

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Yes, we like cadence to establish a working rhythm. We like social contracts to establish the rules of engagement and success criteria. But this is not necessarily prescriptive of every aspect of the individual teams and the <a href="https://scrumguideswww.scaledagileframework.orgcom/scrumagile-guide.html#sprint-planningrelease-train/" target="_blank">https://scrumguides.org/scrum-guide.html#sprint-planning</a>
<br/><br/>
8 - Scrum Guide - Daily Scrum>ART</a><span class="sup"> 11</span>. We want to make sure the experts doing the work have the freedom and flexibility to do the work in the best way they see fit. We establish cadence and other minimal constraints to encourage transparency and collaboration, but give the teams and <a href="https://scrumguideswww.scaledagileframework.orgcom/scrumagile-guide.html#daily-scrumrelease-train/" target="_blank">https://scrumguides.org/scrum-guide.html#daily-scrum</a>>ART</a><span class="sup"> 11</span> flexibility to complete the tasks. It works. If you trust your people, they will deliver.
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9 - Scrum Guide - Sprint Review"The best architectures, requirements, and designs emerge from self-organizing teams." - <a href="https://scrumguidesagilemanifesto.org/scrum-guide.html#sprint-reviewprinciples.html" target="_blank">Agile Manifest Principle #11</a><span class="sup"> 16</span>

References

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1 - USDS Digital Playbook - Play #1 (Understand what people need)>https://scrumguides.org/scrum-guide.html#sprint-review</a>
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10 - Scrum Guide - Sprint Retrospective <a href="https://scrumguidesplaybook.cio.org/scrum-guide.html#sprint-retrospectivegov/#play1" target="_blank">https://scrumguidesplaybook.cio.org/scrum-guide.html#sprint-retrospective<gov/#play1</a>
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112 - ScaledScrum Agile Framework - Agile Release Train <a https://www.scaledagileframework.com/agile-release-train/Guide <a href="https://www.scaledagileframeworkscrumguides.comorg/agile-release-train/scrum-guide.html" target="_blank">https://playbook.cio.gov/#play1<scrumguides.org/scrum-guide.html</a>
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123 - Scaled Agile Framework - Program Increment <a href="https://www.scaledagileframework.com/program-increment/" target="_blank">https://www.scaledagileframework.com/program-increment/</a>
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134 - ScaledScrum Agile FrameworkGuide - Principle #7 Apply cadence, synchronize with cross-domain planningThe Sprint <a href="https://wwwscrumguides.scaledagileframework.comorg/applyscrum-cadence-synchronize-with-cross-domain-planning/guide.html#the-sprint" target="_blank">https://wwwscrumguides.scaledagileframework.comorg/applyscrum-cadence-synchronize-with-cross-domain-planning/<guide.html#the-sprint</a>
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145 - Scaled ScrumAgile GuideFramework - IncrementCustomer Centricity <a href="https://scrumguides.org/scrum-guide.html#incrementwww.scaledagileframework.com/customer-centricity/" target="_blank">https://scrumguideswww.scaledagileframework.orgcom/scrum-guide.html#increment<customer-centricity/</a>
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156 - ScaledUSDS AgileDigital FrameworkPlaybook - Lean-Agile Mindset Play #4 (Build the service using agile and iterative practices) <a href="https://wwwplaybook.scaledagileframeworkcio.com/lean-agile-mindset/gov/#play4" target="_blank">https://wwwplaybook.scaledagileframeworkcio.com/lean-agile-mindset/</gov/#play4</a>
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167 - AgileScrum ManifestoGuide - Sprint PrinciplesPlanning <a href="https://agilemanifestoscrumguides.org/principles.htmlscrum-guide.html#sprint-planning" target="_blank">https://agilemanifestoscrumguides.org/principles.html<scrum-guide.html#sprint-planning</a>
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178 - ScaledScrum Agile FrameworkGuide - OperationalDaily ValueScrum Streams <a href="https://wwwscrumguides.scaledagileframework.comorg/operationalscrum-value-streams/guide.html#daily-scrum" target="_blank">https://wwwscrumguides.scaledagileframework.comorg/operationalscrum-value-streams/<guide.html#daily-scrum</a>
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189 - Scrum Guide - DevelopersSprint Review <a href="https://playbook.cio.gov/#play1" target="_blank">https://playbook.cio.gov/#play1</a>https://scrumguides.org/scrum-guide.html#developers

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5. DELIVER SOMETHING

Don't forget the reason we're here. To solve customer problems. That requires, unequivocally, to deliver something to the customer, in production ¹. 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.

Working Software

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All the documentation in the world about what you want to create is irrelevant in the face of the actual software..org/scrum-guide.html#sprint-review" target="_blank">https://scrumguides.org/scrum-guide.html#sprint-review</a>
<br/><br/>
10 - 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>
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11 - Scaled Agile Framework - Agile Release Train <a https://www.scaledagileframework.com/agile-release-train/href="https://www.scaledagileframework.com/agile-release-train/" target="_blank">https://playbook.cio.gov/#play1</a>
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<span12 style="font-style:italic;">Working software is the primary measure of progress."</span> -  Scaled Agile Framework - Program Increment <a href="https://agilemanifesto.org/principles.htmlwww.scaledagileframework.com/program-increment/" target="_blank">Agile Manifest Principle #2</a><span class="sup"> 2</span>

Demos

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How do we know if the software works? First, we can demo it to key stakeholders and, hopefully, customers. There are >https://www.scaledagileframework.com/program-increment/</a>
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13 - Scaled Agile Framework - Principle #7 Apply cadence, synchronize with cross-domain planning <a href="https://scrumguideswww.scaledagileframework.org/scrum-guide.html#sprint-reviewcom/apply-cadence-synchronize-with-cross-domain-planning/" 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/apply-cadence-synchronize-with-cross-domain-planning/</a>
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14 - Scrum Guide - Increment <a href="https://wwwscrumguides.scaledagileframework.comorg/system-demo/scrum-guide.html#increment" 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.

DevOps

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The technical challenges for creating>https://scrumguides.org/scrum-guide.html#increment</a>
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15 - 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>
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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/devopsoperational-value-streams/" target="_blank">complex systems</a><span class="sup"> 4</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>https://www.scaledagileframework.com/operational-value-streams/</a>
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18 - Scrum Guide - Developers <a href="https://wwwplaybook.scaledagileframeworkcio.comgov/devops/#play1" 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.>https://playbook.cio.gov/#play1</a>https://scrumguides.org/scrum-guide.html#developers

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title	5. DELIVER

5. DELIVER SOMETHING OF VALUE

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Don't forget the reason we're here. To solve customer problems. That requires, unequivocally, to deliver something to the customer, in </span> - <a href="https://qnetconfluenceplaybook.cmscio.gov/display/LACE/Figure+Out+How+To+Work#play4" target="_blank">(Servant) Leadership<>production</a><span class="sup"> 7<1</span>. 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.

Working Software

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All the documentation in the world about what you want to create is irrelevant in the face of the actual software 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/>
<span style="font-style:italic;">"Our highest priority>Working software is to satisfy the customerprimary through early and continuous delivery of valuable softwaremeasure of progress."</span> - <a href="https://agilemanifesto.org/principles.html" target="_blank">Agile Manifest Principle #1<#2</a><span class="sup"> 2</span>

Customer Feedback

Demos

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WeHow saiddo itwe before,know customersif can only give true feedback on the software releasedworks? andFirst, availablewe incan ademo productionit environment.to Releasekey thestakeholders softwareand, lethopefully, thecustomers. customersThere useare it, and take their feedback seriously. That probably means changing the plan. That's OK. Would you rather execute a long, detailed plan that doesn't solve customer problems, or respond to the feedback in short feedback loops and deliver value?
<br/><br/>
<span style="font-style:italic;">"Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage."</span> - <a href<a href="https://scrumguides.org/scrum-guide.html#sprint-review" target="_blank">demos</a><span class="sup"> 5</span> at the Team Level at the end of an iteration. There are also <a href="https://www.scaledagileframework.com/system-demo/" 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.

DevOps

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The technical challenges for creating="https://agilemanifesto.org/principles.html" target="_blank">Agile Manifest Principle #2</a><span class="sup"> 2</span>
<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://agilemanifesto.org/principles.htmlwww.scaledagileframework.com/devops/" target="_blank">Agile Manifest Principle #3<>complex systems</a><span class="sup"> 2<4</span>

References

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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>
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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 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">https://www.scaledagileframework.com/devops/</a>
<br/><br/>
4 - USDS Digital Playbook - Play #8 (Choose a modern technology stack)>DevOps</a><span class="sup"> 3</span>. <a href="https://playbookwww.cioscaledagileframework.govcom/devops/#play8" target="_blank">https://playbook.cio.gov/#play8</a>
<br/><br/>
5 - Scrum Guide - Sprint Review >DevOps</a><span class="sup"> 3</span> is an investment. <a href="https://scrumguides.org/scrum-guide.html#sprint-reviewqnetconfluence.cms.gov/display/LACE/Figure+Out+How+To+Work" target="_blank">https://scrumguides.org/scrum-guide.html#sprint-review</a>
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6 - Scaled Agile Framework - System Demo <a href="https://www.scaledagileframework.com/system-demo/" target="_blank">https://www.scaledagileframework.com/system-demo/</a>>(Servant) Leadership</a><span class="sup"> 7</span> 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/>
7<span style="font- CCSQ Agile Playbook - Figure Out How To Work (Servant Leadership)style:italic;">"Our highest priority is to satisfy the customer through early and continuous delivery of valuable software."</span> - <a href="https://qnetconfluenceagilemanifesto.cms.gov/display/LACE/Figure+Out+How+To+Workorg/principles.html" target="_blank">https://qnetconfluence.cms.gov/display/LACE/Figure+Out+How+To+Work</a>

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title	6. MEASURE

>Agile Manifest Principle #1</a><span class="sup"> 2</span>

Customer Feedback

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We said it before, customers can only give true feedback on software released and available in a production environment. Release the software, let the customers use it, and take their feedback seriously. That probably means changing the plan. That's OK. Would you rather execute a long, detailed plan that doesn't solve customer problems, or respond to the feedback in short feedback loops and deliver value?
<br/><br/>
<span style="font-style:italic;">"Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage."</span> -

6. MEASURE EVERYTHING

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You don't know how you're doing unless you can measure and compare. Without <a href="https://scrumguides.org/scrum-guide.html#scrum-theory" target="_blank">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.

Collect Metrics

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If you can measure it, collect it. <a href="https://wwwagilemanifesto.scaledagileframework.com/metrics/org/principles.html" target="_blank">Metrics<>Agile Manifest Principle #2</a><span class="sup"> 2</span> are relatively easy to capture and store. Organizing and
<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://playbookagilemanifesto.cio.gov/#play12org/principles.html" target="_blank">analyzing<>Agile Manifest Principle #3</a><span class="sup"> 5</span> is a bit more difficult, but without the metrics to analyze you're just fumbling in the dark.

User Value/Customer Satisfaction

2</span>

References

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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>

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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.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>
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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>

DevOps

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The Scaled Agile Framework - System Demo <a href="https://www.scaledagileframework.com/system-demo/" target="_blank">https://www.scaledagileframework.com/system-demo/</a>
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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>

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6. MEASURE EVERYTHING

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You don't know how you're doing unless you can measure and compare. Without

References

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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>
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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>
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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.

Collect Metrics

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If you can measure it, collect it. <a href="https://www.scaledagileframework.com/devopsmetrics/" target="_blank">https://www.scaledagileframework.com/devops/</a>
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5 - USDS Digital Playbook - Play #12 (Use data to drive decisions)>Metrics</a><span class="sup"> 2</span> are relatively easy to capture and store. Organizing and <a href="https://playbook.cio.gov/#play12" target="_blank">https://playbook.cio.gov/#play12</a>

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title	7. BE OPEN

>analyzing</a><span class="sup"> 5</span> is a bit more difficult, but without the metrics to analyze you're just fumbling in the dark.

User Value/Customer Satisfaction

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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.
<br/><br/>
<span style="font-style:italic;">"Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage."</span> -

7. BE OPEN

If you bring information to light, you will get more support.

Transparency with Metrics

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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.

Open Demos to Everyone

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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<blank">Agile Manifest Principle #2</a><span class="sup"> 3</span> and

DevOps

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The <a href="https://www.scaledagileframework.com/system-demodevops/" target="_blank">System Demos<>DevOps</a><span class="sup"> 4</span> topractices everyone.emphasizes Thatcollecting means everyonemetrics. AnyoneIf thatyou isadopt excitedthese enoughpractices toin see the workyour program, you havewill completedbe is a potential ally and supporter of your programcollecting metrics.

References

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1 - Scrum Guide - TransparencyScrum Theory <a href="https://scrumguides.org/scrum-guide.html#transparencyhtml#scrum-theory" target="_blank">https://scrumguides.org/scrum-guide.html#transparency<html#scrum-theory</a>
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2 - USDSScaled DigitalAgile PlaybookFramework - Play #13 (Default to open)Metrics <a href="https://playbookwww.cioscaledagileframework.govcom/metrics/#play13" target="_blank">https://playbookwww.cioscaledagileframework.govcom/metrics/#play13<</a>
<br/><br/>
3 - ScrumAgile GuideManifesto - SprintPrinciples Review <a href="https://scrumguidesagilemanifesto.org/scrum-guide.html#sprint-reviewprinciples.html" target="_blank">https://scrumguidesagilemanifesto.org/scrum-guide.html#sprint-review<principles.html</a>
<br/><br/>
4 - Scaled Agile Framework - System DemoDevOps <a href="https://www.scaledagileframework.com/system-demodevops/" target="_blank">https://www.scaledagileframework.com/system-demo/</a>

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title	8. SUPPORT

8. SUPPORT THE PROGRAM

We're all in this together. We know that everyone wants to help in their own way, but we unintentionally let things get in the way of that. It's not our fault, but we have to deliberately change the way we work to become supportive.

Servant Leadership

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It all starts at the top.devops/</a>
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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>

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title	7. BE OPEN

7. BE OPEN

If you bring information to light, you will get more support.

Transparency with Metrics

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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.

Open Demos to Everyone

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Since we know that working software is primary measure of progress, open your <a href="https://scrumguides.org/scrum-guide.html#sprint-review" target="_blank">Iteration</a><span class="sup"> 3</span> and <a href="https://www.scaledagileframework.com/system-demo/" target="_blank">System Demos</a><span class="sup"> 4</span> to everyone. That means everyone. Anyone that is excited enough to see the work you have completed is a potential ally and supporter of your program.

References

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1 - Scrum Guide - Transparencyyou are excited about the work being created. Show up to <a href="https://wwwscrumguides.scaledagileframework.comorg/system-demo/scrum-guide.html#transparency" target="_blank">demos</a><span class="sup"> 2</span>. It's that simple. There shouldn't be anything more important than seeing the work your program and teams are producing.>https://scrumguides.org/scrum-guide.html#transparency</a>
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2 - USDS Digital Playbook - Play #13 (Default to open) <a href="https://playbook.cio.gov/#play13" target="_blank">https://playbook.cio.gov/#play13</a>
<br/><br/>
3 - Scrum Guide - Sprint Review <a href="https://www.youtube.com/watch?v=HYXH2XUfhfoscrumguides.org/scrum-guide.html#sprint-review" target="_blank">Here</a><span class="sup"> 3</span> is a great>https://scrumguides.org/scrum-guide.html#sprint-review</a>
<br/><br/>
4 - Scaled Agile Framework - System Demo <a href="https://www.youtubescaledagileframework.com/watch?v=HYXH2XUfhfosystem-demo/" target="_blank">video</a><span class="sup"> 3</span> on servant leadership. It's only 8 minutes long.>https://www.scaledagileframework.com/system-demo/</a>

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title	8. SUPPORT

8. SUPPORT THE PROGRAM

We're all in this together. We know that everyone wants to help in their own way, but we unintentionally let things get in the way of that. It's not our fault, but we have to deliberately change the way we work to become supportive.

Servant Leadership

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It all starts at the top.

Release Train Engineer

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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</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.

Agile Coaches/LACE

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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 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 you are excited about the work being created. Show up to <a href="https://www.scaledagileframework.com/release-train-engineer-and-solution-train-engineersystem-demo/" target="_blank">RTE<>demos</a><span class="sup"> 4<2</span>,. inIt's that they have a  simple. There shouldn't be anything more important than seeing the work your program and teams are producing.
<br/><br/>
<a href="https://www.scaledagileframeworkyoutube.com/apply-systems-thinking/watch?v=HYXH2XUfhfo" target="_blank">wholistic view</a><span class="sup"> 7</span> of the program beyond execution. They do not supplant the>Here</a><span class="sup"> 3</span> is a great <a href="https://www.scaledagileframeworkyoutube.com/release-train-engineer-and-solution-train-engineer/watch?v=HYXH2XUfhfo" target="_blank">RTE<>video</a><span class="sup"> 4<3</span> on servant leadership. It's only 8 minutes long.

Release Train Engineer

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The, they enhance the <a href="https://www.scaledagileframework.com/release-train-engineer-and-solution-train-engineer/" target="_blank">RTE<>Release Train Engineer (RTE)</a><span class="sup"> 4</span> and program is a dedicated position to servant leadership within the <a href="https://www.scaledagileframework.com/productagile-andrelease-solution-managementtrain/" target="_blank">leadership<>ART</a><span class="sup"> 1<8</span>. This is another powerful ally at your disposal.

References

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1 - Scaled Agile Framework - Program and Solution Managementperson's entire day-to-day is consumed with impediment removal and <a href="https://www.scaledagileframework.com/productagile-andrelease-solution-managementtrain/" target="_blank">ART</a><span class="sup"> 8</span> execution and improvement. That is a powerful ally to have in your program.

Agile Coaches/LACE

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The Lean-Agile Center of Excellence (>https://www.scaledagileframework.com/product-and-solution-management/</a>
<br/><br/>
2 - Scaled Agile Framework - System Demo <a href="https://www.scaledagileframework.com/system-demolace/" target="_blank">https://www.scaledagileframework.com/system-demo/</a>
<br/><br/>
3 - YouTube - Leadership on a Submarine >LACE</a><span class="sup"> 5</span>) is a group of <a href="https://www.youtubescaledagileframework.com/watch?v=HYXH2XUfhfo/safe-program-consultant/" target="_blank">https://www.youtube.com/watch?v=HYXH2XUfhfo</a>
<br/><br/>
4 - Scaled Agile Framework - Release Train Engineer>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">https://www.scaledagileframework.com/release-train-engineer-and-solution-train-engineer/</a>
<br/><br/>
5 - Scaled Agile Framework - LACE>RTE</a><span class="sup"> 4</span>, in that they have a <a href="https://www.scaledagileframework.com/laceapply-systems-thinking/" target="_blank">https://www.scaledagileframework.com/lace/</a>
<br/><br/>
6 - Scaled Agile Framework - SAFe Program Consultant>wholistic view</a><span class="sup"> 7</span> of the program beyond execution. They do not supplant the <a href="https://www.scaledagileframework.com/safe-program-consultantrelease-train-engineer-and-solution-train-engineer/" target="_blank">https://www.scaledagileframework.com/safe-program-consultant/</a>
<br/><br/>
7 - Scaled Agile Framework - Principle #2 Apply Systems Thinking >RTE</a><span class="sup"> 4</span>, they enhance the <a href="https://www.scaledagileframework.com/apply-systems-thinkingrelease-train-engineer-and-solution-train-engineer/" target="_blank">https://www.scaledagileframework.com/apply-systems-thinking/</a>

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9. IMPROVE, IMPROVE, IMPROVE

The bottom line is that there is always room for improvement. This isn't a bad thing. This doesn't mean you have failed. Recognizing, and acting on, the need for improvement is critical to long term success.

Don't Stop Improving

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>RTE</a><span class="sup"> 4</span> and program <a href="https://www.scaledagileframework.com/leanproduct-and-agilesolution-mindsetmanagement/" target="_blank">You will always find something to improve on<>leadership</a><span class="sup"> 1</span>. This requires that you have regular retrospectives to bring to light the items that need improvement. Build time for retrospective events into your cadence. is another powerful ally at your disposal.

References

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1 - Scaled Agile Framework - Program and Solution Management <a href="https://www.scaledagileframework.com/product-and-solution-management/" target="_blank">https://www.scaledagileframework.com/product-and-solution-management/</a>
<br/><br/>
2 - Scaled Agile Framework - System Demo <a href="https://www.scaledagileframework.com/system-demo/" target="_blank">https://www.scaledagileframework.com/system-demo/</a>
<br/><br/>
3 - YouTube - Leadership on a Submarine <a href="https://scrumguideswww.youtube.org/scrum-guide.html#sprint-retrospectivecom/watch?v=HYXH2XUfhfo" target="_blank">Team level</a><span class="sup"> 2</span> and>https://www.youtube.com/watch?v=HYXH2XUfhfo</a>
<br/><br/>
4 - Scaled Agile Framework - Release Train Engineer <a href="https://www.scaledagileframework.com/inspectrelease-train-engineer-and-adaptsolution-train-engineer/" target="_blank">program level</a><span class="sup"> 3</span> retrospectives are critical to success. Adopt a >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/continuous-learning-culturelace/" target="_blank">culture of improvement</a><span class="sup"> 4</span>, from the top down, to encourage everyone in the ART to improve.>https://www.scaledagileframework.com/lace/</a>
<br/><br/>
<span6 style="font-style:italic;">"At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly."</span> -  Scaled Agile Framework - SAFe Program Consultant <a href="https://agilemanifesto.org/principles.htmlwww.scaledagileframework.com/safe-program-consultant/" target="_blank">Agile Principle #12</a><span class="sup"> 5</span>

Make Decisions Based on Metrics

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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/safe-program-consultant/</a>
<br/><br/>
7 - Scaled Agile Framework - Principle #2 Apply Systems Thinking <a href="https://www.scaledagileframework.com/metricsapply-systems-thinking/" target="_blank">metrics</a><span class="sup"> 5</span>. >https://www.scaledagileframework.com/apply-systems-thinking/</a>

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title	9. IMPROVE

9. IMPROVE, IMPROVE, IMPROVE

The bottom line is that there is always room for improvement. This isn't a bad thing. This doesn't mean you have failed. Recognizing, and acting on, the need for improvement is critical to long term success.

Don't Stop Improving

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<a href="https://www.scaledagileframework.com/takelean-anagile-economic-viewmindset/" target="_blank">Economic>You decisions</a><span class="sup"> 7</span> are usually the best <a href="https://playbook.cio.gov/#play12" target="_blank">decisions<will always find something to improve on</a><span class="sup"> 8<1</span>.
<br/><br/>
Knee-jerk reactions to in 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.

References

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1 - Scaled Agile Framework - Lean-Agile Mindset This requires that you have regular retrospectives to bring to light the items that need improvement. Build time for retrospective events into your cadence. <a href="https://scrumguides.org/scrum-guide.html#sprint-retrospective" target="_blank">Team level</a><span class="sup"> 2</span> and <a href="https://www.scaledagileframework.com/inspect-and-adapt/" target="_blank">program level</a><span class="sup"> 3</span> retrospectives are critical to success. Adopt a <a href="https://www.scaledagileframework.com/leancontinuous-agilelearning-mindsetculture/" target="_blank">https://www.scaledagileframework.com/lean-agile-mindset/</a>
<br/><br/>
2 - Scrum Guide - Sprint Retrospective>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://scrumguidesagilemanifesto.org/scrum-guide.html#sprint-retrospectiveprinciples.html" target="_blank">https://scrumguides.org/scrum-guide.html#sprint-retrospective</a>
<br/><br/>
3 - Scaled Agile Framework - Inspect and Adapt <a href="https://www.scaledagileframework.com/inspect-and-adapt/" target="_blank">https://www.scaledagileframework.com/inspect-and-adapt/</a>
<br/><br/>
4 - Scaled Agile >Agile Principle #12</a><span class="sup"> 5</span>

Make Decisions Based on Metrics

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What do you work on? The thing that is creating the biggest problem. You find this out by collecting and analyzingFramework - Continuous Learning Culture <a href="https://www.scaledagileframework.com/continuous-learning-culturemetrics/" target="_blank">https://www.scaledagileframework.com/continuous-learning-culture/</a>
<br/><br/>
5 - Agile Manifesto Principles >metrics</a><span class="sup"> 5</span>. <a href="https://agilemanifesto.org/principles.htmlwww.scaledagileframework.com/take-an-economic-view/" target="_blank">https://agilemanifesto.org/principles.html</a>
<br/><br/>
6 - Scaled Agile Framework - Metrics>Economic decisions</a><span class="sup"> 7</span> are usually the best <a href="https://wwwplaybook.scaledagileframeworkcio.comgov/metrics/#play12" target="_blank">https://www.scaledagileframework.com/metrics/</a>>decisions</a><span class="sup"> 8</span>.
<br/><br/>
7Knee-jerk -reactions Scaledto Agilein Frameworkthe -moment Principlesituations #1rarely Takehave anlong Economicterm Viewbenefits. <a href="https://www.scaledagileframework.com/take-an-economic-view/" target="_blank">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://playbook.cio.gov/#play12" target="_blank">https://playbook.cio.gov/#play12</a>

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title	NEXT STEPS

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.

References

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1 - Scaled Agile Framework - Lean-Agile Mindset

WHERE TO GO FROM HERE?

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The nine plays described are the foundation for Agile adoption and transformation based on the historically proven practices of the <a href="https://agilemanifesto.org/" target="_blank">Agile Manifesto</a><span class="sup"> 1</span>, <a href="https://scrumguides.orgwww.scaledagileframework.com/lean-agile-mindset/" target="_blank">Scrum</a><span class="sup"> 2</span>, <a href="https>https://www.scaledagileframework.com/" target="_blank">SAFe</a><span class="sup"> 3</span>, and/lean-agile-mindset/</a>
<br/><br/>
2 - Scrum Guide - Sprint Retrospective <a href="https://playbook.cio.gov/scrumguides.org/scrum-guide.html#sprint-retrospective" target="_blank">USDS Digital Playbook</a><span class="sup"> 4</span>.>https://scrumguides.org/scrum-guide.html#sprint-retrospective</a>
<br/><br/>
Take3 some- timeScaled toAgile researchFramework and- learnInspect about these resources. There are many and Adapt <a href="https://qnetconfluencewww.cmsscaledagileframework.gov/display/LACE/Course+Catalogcom/inspect-and-adapt/" target="_blank">trainings offered by the LACE</a><span class="sup"> 16</span>,>https://www.scaledagileframework.com/inspect-and-adapt/</a>
<br/><br/>
4 - Scaled Agile 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.

Learning Journey

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>https://playbook.cio.gov/#play12</a>

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title	NEXT STEPS

WHERE TO GO FROM HERE?

The nine plays described are the foundation for Agile adoption and transformation based on the historically proven practices of the Agile Manifesto ¹, Scrum ², SAFe ³, and USDS Digital Playbook ⁴.

Take some time to research and learn about these resources. There are many trainings offered by the LACE ¹⁶, formal ¹⁴and informal, to improve your knowledge and understanding. Engage with organizations ⁵that hold these practices and principles in high value to have the Agile Coaches ⁶, RTEs ⁷, team members ⁸, and product managers ¹⁰in place ⁹to deliver value to the American constituent. Create a culture ¹²of change for the better through Inspect and Adapt.

Commit to being a responsible steward ¹⁵of taxpayer dollars and enhancement of American lives and act on it.

Learning Journey

If you are intimidated by this, don't be. We are all on a learning journey. Most of us are novices in any given area. Martin Fowler, an original signatory of the Agile Manifesto ¹, summarizes learning stages as Shu-Ha-Ri ¹³. We are probably in Shu, the novice stage.

Throughout the playbook, you will see the Learning Opportunity icon. Clicking this icon will take you to the relevant LACE training resource for the topic.

LACE Coaching Support

The Lean-Agile Center of Excellence (LACE) is a resource of experienced Agilists that are available to coach people and programs within the CCSQ organization. Our team offers a wide variety of support options to help your Program. Please visit our home page to learn more.

If you are intimidated by this, don't be. We are all on a learning journey. Most of us are novices in any given area. Martin Fowler, an original signatory of the <a href="https://agilemanifesto.org/" target="_blank">Agile Manifesto</a><span class="sup"> 1</span>, summarizes learning stages as <a href="https://martinfowler.com/bliki/ShuHaRi.html" target="_blank">Shu-Ha-Ri</a><span class="sup"> 13</span>. We are probably in Shu, the novice stage.

Reference Material

The referenced material in these plays are just scratching the surface. The problems we are solving are complex. But the plays described are the starting point for, and guide the success of, an Agile transformation. Every decision should be weighed against the appropriate play(s) and the outcome should be in support of the play(s).

CCSQ Agility Practices Guide

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<ul>
<li><a href="https://qnetconfluence.cms.gov/display/LACE/CCSQ+Agility+Practices+Guide" target="_blank">Overview</a></li>
<li><a href="https://qnetconfluence.cms.gov/display/LACE/Agile+Roles" target="_blank">Agile Roles</a></li>
<li><a href="https://qnetconfluence.cms.gov/display/LACE/Meetings" target="_blank">Meetings</a></li>
<li><a href="https://qnetconfluence.cms.gov/display/LACE/Artifacts" target="_blank">Artifacts</a></li>
<li><a href="https://qnetconfluence.cms.gov/display/LACE/Reference" target="_blank">Reference</a></li>
<li><a href="https://qnetconfluence.cms.gov/display/LACE/Toolkit" target="_blank">Toolkit</a></li>
</ul>

CCSQ ADO Onboarding Guide

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<ul>
<li><a href="https://qnetconfluence.cms.gov/display/LACE/CCSQ+ADO+Onboarding+Guide" target="_blank">Overview</a></li>
<li><a href="https://qnetconfluence.cms.gov/display/LACE/Organization" target="_blank">Organization</a></li>
<li><a href="https://qnetconfluence.cms.gov/display/LACE/Work+Structure" target="_blank">Work Structure</a></li>
<li><a href="https://qnetconfluence.cms.gov/display/LACE/Collaboration" target="_blank">Collaboration</a></li>
<li><a href="https://qnetconfluence.cms.gov/display/LACE/Social+Contracts" target="_blank">Social Contracts</a></li>
<li><a href="https://qnetconfluence.cms.gov/display/LACE/Value+Delivery" target="_blank">Value Delivery</a></li>
<li><a href="https://qnetconfluence.cms.gov/display/LACE/Foundational+Values" target="_blank">Foundational Values</a></li>
<li><a href="https://qnetconfluence.cms.gov/display/LACE/Expectations+of+CMS" target="_blank">Expectations of CMS</a></li>
<li><a href="https://qnetconfluence.cms.gov/display/LACE/Provided+to+CMS" target="_blank">Provided to CMS</a></li>
<li><a href="https://qnetconfluence.cms.gov/display/LACE/Team+Readiness+Checklist" target="_blank">Team Readiness Checklist</a></li>
</ul>

LACE Coaching Support

The Lean-Agile Center of Excellence (LACE) is a resource of experienced Agilists that are available to coach people and programs within the CCSQ organization.

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Intake

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References

Intake

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1 - Agile Manifesto <a href="https://agilemanifesto.org/" target="_blank">https://agilemanifesto.org/</a>
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2 - Scrum Guide <a href="https://scrumguides.org/" target="_blank">https://scrumguides.org/</a>
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3 - Scaled Agile Framework <a href="https://www.scaledagileframework.com/" target="_blank">https://www.scaledagileframework.com/</a>
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4 - USDS Digital Playbook <a href="https://playbook.cio.gov/" target="_blank">https://playbook.cio.gov/</a>
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5 - USDS Digital Playbook - Play #5 (Structure budgets and contracts to support delivery) <a href="https://playbook.cio.gov/#play5" target="_blank"></a>https://playbook.cio.gov/#play5"</a>
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6 - Scaled Agile Framework - SAFe Program Consultant <a href="https://www.scaledagileframework.com/safe-program-consultant/" target="_blank">https://www.scaledagileframework.com/safe-program-consultant/</a>
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7 - Scaled Agile Framework - Release Train Engineer <a href="https://www.scaledagileframework.com/release-train-engineer-and-solution-train-engineer/" target="_blank">https://www.scaledagileframework.com/release-train-engineer-and-solution-train-engineer/</a>
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8 - Scaled Agile Framework - Agile Teams <a href="https://www.scaledagileframework.com/agile-teams/" target="_blank">https://www.scaledagileframework.com/agile-teams/</a>
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9 - USDS Digital Playbook - Play #7 (Bring in experienced teams) <a href="https://playbook.cio.gov/#play7" target="_blank">https://playbook.cio.gov/#play7</a>
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10 - Scaled Agile Framework - Product Management and Solution Management <a href="https://www.scaledagileframework.com/product-and-solution-management/" target="_blank">https://www.scaledagileframework.com/product-and-solution-management/</a>
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11 - Agility in CCSQ <a href="https://qnetconfluence.cms.gov/display/LACE/Agility+in+CCSQ" target="_blank">https://qnetconfluence.cms.gov/display/LACE/Agility+in+CCSQ</a>
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12 - Scaled Agile Framework - Continuous Learning Culture <a href="https://www.scaledagileframework.com/continuous-learning-culture/" target="_blank">https://www.scaledagileframework.com/continuous-learning-culture/</a>
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13 - Martin Fowler - Shu-Ha-Ri <a href="https://martinfowler.com/bliki/ShuHaRi.html" target="_blank">https://martinfowler.com/bliki/ShuHaRi.html</a>
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14 - LACE Training - Upcoming Events <a href="https://qnetconfluence.cms.gov/display/LACE/Upcoming+Events" target="_blank">https://qnetconfluence.cms.gov/display/LACE/Upcoming+Events</a>
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15 - USDS Digital Playbook - Play #6 (Assign one leader and hold that person accountable) <a href="https://playbook.cio.gov/#play6" target="_blank">https://playbook.cio.gov/#play6</a>
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16 - LACE Training - Course Catalog <a href="https://qnetconfluence.cms.gov/display/LACE/Course+Catalog" target="_blank">https://qnetconfluence.cms.gov/display/LACE/Course+Catalog</a>

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Key

AGILE PLAYS FOR CCSQ

1. BE AGILE

Utilize the LACE

Visit our home page to learn more.

References

2. UNDERSTAND THE VALUE

2. UNDERSTAND THE VALUE

3. ORGANIZE THE PEOPLE

References

Proven Frameworks

3. ORGANIZE THE PEOPLE

The Team

Team of Teams

Proven Frameworks

4. FIGURE OUT HOW TO WORK

References

4. FIGURE OUT HOW TO WORK

Scrum at the Team Level

Social Contracts

Scaled Agile at the Program Level

Cadence

Focus Time

References

Social Contracts

Servant Leadership

Self Organization

References

5. DELIVER SOMETHING

Working Software

5. DELIVER SOMETHING OF VALUE

Working Software

Demos

DevOps

Customer Feedback

6. MEASURE EVERYTHING

References

6. MEASURE EVERYTHING

Collect Metrics

User Value/Customer Satisfaction

7. BE OPEN

Transparency with Metrics

DevOps

References

8. SUPPORT THE PROGRAM

Servant Leadership

7. BE OPEN

Transparency with Metrics

Open Demos to Everyone

References

8. SUPPORT THE PROGRAM

Servant Leadership

Release Train Engineer

Agile Coaches/LACE

9. IMPROVE, IMPROVE, IMPROVE

Don't Stop Improving

References

9. IMPROVE, IMPROVE, IMPROVE

Don't Stop Improving

Make Decisions Based on Metrics

References

WHERE TO GO FROM HERE?

WHERE TO GO FROM HERE?

Learning Journey

LACE Coaching Support

Reference Material

CCSQ Agility Practices Guide

CCSQ ADO Onboarding Guide

References

References