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.

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>

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:
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<h3><strong>1. Identify your customers</strong></h3>
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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.
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<h3><strong>2. Develop mission and vision statement</strong></h3>
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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/vision/" target="_blank">Vision</a><span class="sup"> 2</span> until is understandable by the majority of stakeholders, customers, contractors, etc.
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<h3><strong>3. Create a Value Stream Map</strong></h3>
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Value doesn't just appear. It takes work to deliver it. Creating a <a href="https://www.scaledagileframework.com/operational-value-streams/" 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.
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Spend the necessary amount of time with the necessary people to create a value stream map (<a href="https://www.scaledagileframework.com/operational-value-streams/" target="_blank">VSM</a><span class="sup"> 4</span>). Revisit the VSM every few months and make updates based on the new reality.
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<h3><strong>4. Create a Backlog</strong></h3>
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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://www.scaledagileframework.com/portfolio-backlog/" target="_blank">Epics</a><span class="sup"> 7</span> and <a href="https://www.scaledagileframework.com/program-and-solution-backlogs/" target="_blank">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://scrumguides.org/scrum-guide.html#product-backlog" target="_blank">Product Backlog</a><span class="sup"> 9</span>, or <a href="https://www.scaledagileframework.com/team-backlog/" target="_blank">Team Backlog</a><span class="sup"> 10</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.
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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>.

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>
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3 - Scaled Agile Framework - Customer Centricity <a href="https://www.scaledagileframework.com/customer-centricity/" target="_blank">https://www.scaledagileframework.com/customer-centricity/</a>
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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>
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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>
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7 - Scaled Agile Framework - Portfolio Backlogs <a href="https://www.scaledagileframework.com/portfolio-backlog/" target="_blank">https://www.scaledagileframework.com/portfolio-backlog/</a>
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8 - Scaled Agile Framework - 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>
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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>
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10 - Scaled Agile Framework - Team Backlog <a href="https://www.scaledagileframework.com/team-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>

People get the work done. They solve the problems. <a href="https://playbook.cio.gov/#play10" target="_blank">Automation</a><span class="sup"> 1</span> (through computers or some other machines) repeats tasks.
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<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.
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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</a><span class="sup"> 3</span> and <a href="https://www.scaledagileframework.com/" target="_blank">Scaled Agile Framework (SAFe)</a><span class="sup"> 4</span>, specifically.)

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

In order to achieve the Team and Team of Teams organization, CCSQ uses two proven frameworks that promote agility, <a href="https://scrumguides.org/scrum-guide.html" target="_blank">Scrum</a><span class="sup"> 3</span> and Scaled Agile Framework <a href="https://www.scaledagileframework.com/" target="_blank">SAFe</a><span class="sup"> 4</span>.
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<a href="https://scrumguides.org/scrum-guide.html" target="_blank">Scrum</a><span class="sup"> 3</span> is on 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 <a href="https://scrumguides.org/scrum-guide.html" target="_blank">Scrum Guide</a><span class="sup"> 3</span>, it's only 20 pages.
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<a href="https://www.scaledagileframework.com/" target="_blank">SAFe</a><span class="sup"> 4</span> takes the framework of <a href="https://scrumguides.org/scrum-guide.html" target="_blank">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://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 is called an <a href="https://www.scaledagileframework.com/agile-release-train/" target="_blank">Agile Release Train (ART)</a><span class="sup"> 6</span>, in the <a href="https://www.scaledagileframework.com/" target="_blank">SAFe</a><span class="sup"> 4</span> vernacular.
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There are skilled <a href="https://www.scaledagileframework.com/safe-program-consultant/" target="_blank">coaches</a><span class="sup"> 5</span> and experienced <a href="https://playbook.cio.gov/#play7" target="_blank">contractors</a><span class="sup"> 2</span> that will help a government program on both the team and program level for becoming more Agile over time.

1 - USDS Digital Playbook - Play #10 (Automate testing and deployments) <a href="https://playbook.cio.gov/#play10" target="_blank">https://playbook.cio.gov/#play10</a>
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2 - USDS Digital Playbook - Play #7 (Bring in experienced teams) <a href="https://playbook.cio.gov/#play7" target="_blank">https://playbook.cio.gov/#play7</a>
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3 - Scrum Guide <a href="https://scrumguides.org/scrum-guide.html" target="_blank">https://scrumguides.org/scrum-guide.html</a>
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4 - Scaled Agile Framework <a href="https://www.scaledagileframework.com/" target="_blank">https://www.scaledagileframework.com/</a>
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5 - 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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6 - Scaled Agile Framework - Agile Release Train <a href="https://www.scaledagileframework.com/agile-release-train/" target="_blank">https://www.scaledagileframework.com/agile-release-train/</a>
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7 - 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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8 - Scrum Guide - Scrum Team <a href="https://scrumguides.org/scrum-guide.html#scrum-team" target="_blank">https://scrumguides.org/scrum-guide.html#scrum-team</a>

You've identified your <a href="https://www.scaledagileframework.com/customer-centricity/" target="_blank">customers</a><span class="sup"> 5</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/operational-value-streams/" target="_blank">value stream map</a><span class="sup"> 17</span>, and you've gathered the right people and organized them into teams. Now you have to get to work!
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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/" 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 <a href="https://playbook.cio.gov/#play4" target="_blank">value</a><span class="sup"> 6</span> and get it out the door to the customers. 

<a href="https://scrumguides.org/scrum-guide.html" target="_blank">Scrum</a><span class="sup"> 2</span> works in a short cycle called an <a href="https://scrumguides.org/scrum-guide.html#the-sprint" 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. <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#sprint-retrospective" target="_blank">Retrospective</a><span class="sup"> 10</span>, and Refinement. That's it. In a given two week period, <a href="https://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://scrumguides.org/scrum-guide.html#developers" target="_blank">developers</a><span class="sup"> 18</span> (the folks that get the work done) the uninterrupted time to do their best work.

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 <a href="https://www.scaledagileframework.com/program-increment/" target="_blank">Program Increment (PI)</a><span class="sup"> 12</span> 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.

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

As mentioned in <a href="https://www.scaledagileframework.com/apply-cadence-synchronize-with-cross-domain-planning/" target="_blank">Cadence</a><span class="sup"> 13</span>, interruptions are disruptive to knowledge workers. Allowing our teams to have focus time to get the work done will go a long way to helping success.

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 <a href="https://scrumguides.org/scrum-guide.html#increment" target="_blank">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.

Leaders in the Program must <a href="https://www.scaledagileframework.com/lean-agile-mindset/" target="_blank">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.
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Being a leader of knowledge workers means you will know less about how to get the work done than the people doing the work.
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<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.html" target="_blank">Agile Manifest Principle #5</a><span class="sup"> 16</span>

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-train/" target="_blank">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://www.scaledagileframework.com/agile-release-train/" target="_blank">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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"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>

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 - Scrum Guide <a href="https://scrumguides.org/scrum-guide.html" target="_blank">https://scrumguides.org/scrum-guide.html</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 - 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>
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5 - Scaled Agile Framework - Customer Centricity <a href="https://www.scaledagileframework.com/customer-centricity/" target="_blank">https://www.scaledagileframework.com/customer-centricity/</a>
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6 - 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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7 - Scrum Guide - Sprint Planning <a href="https://scrumguides.org/scrum-guide.html#sprint-planning" target="_blank">https://scrumguides.org/scrum-guide.html#sprint-planning</a>
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8 - Scrum Guide - Daily Scrum <a href="https://scrumguides.org/scrum-guide.html#daily-scrum" target="_blank">https://scrumguides.org/scrum-guide.html#daily-scrum</a>
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9 - 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>
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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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12 - 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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13 - Scaled Agile Framework - Principle #7 Apply cadence, synchronize with cross-domain planning <a href="https://www.scaledagileframework.com/apply-cadence-synchronize-with-cross-domain-planning/" target="_blank">https://www.scaledagileframework.com/apply-cadence-synchronize-with-cross-domain-planning/</a>
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14 - Scrum Guide - Increment <a href="https://scrumguides.org/scrum-guide.html#increment" target="_blank">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>
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17 - 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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18 - Scrum Guide - Developers <a href="https://playbook.cio.gov/#play1" target="_blank">https://playbook.cio.gov/#play1</a>https://scrumguides.org/scrum-guide.html#developers

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://playbook.cio.gov/#play4" target="_blank">production</a><span class="sup"> 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.

All the documentation in the world about what you want to create is irrelevant in the face of the actual software.
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<span style="font-style:italic;">Working software is the primary measure of progress."</span> - <a href="https://agilemanifesto.org/principles.html" target="_blank">Agile Manifest Principle #2</a><span class="sup"> 2</span>

How do we know if the software works? First, we can demo it to key stakeholders and, hopefully, customers. There are <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.

The technical challenges for creating <a href="https://www.scaledagileframework.com/devops/" 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 <a href="https://www.scaledagileframework.com/devops/" target="_blank">DevOps</a><span class="sup"> 3</span>. <a href="https://www.scaledagileframework.com/devops/" target="_blank">DevOps</a><span class="sup"> 3</span> is an investment. <a href="https://qnetconfluence.cms.gov/display/LACE/Figure+Out+How+To+Work" target="_blank">(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.
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<span style="font-style:italic;">"Our highest priority is to satisfy the customer through early and continuous delivery of valuable software."</span> - <a href="https://agilemanifesto.org/principles.html" target="_blank">Agile Manifest Principle #1</a><span class="sup"> 2</span>

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?
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<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="https://agilemanifesto.org/principles.html" target="_blank">Agile Manifest Principle #2</a><span class="sup"> 2</span>
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<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.html" target="_blank">Agile Manifest Principle #3</a><span class="sup"> 2</span>

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>
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3 - Scaled Agile Framework - DevOps <a href="https://www.scaledagileframework.com/devops/" target="_blank">https://www.scaledagileframework.com/devops/</a>
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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>
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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>
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7 - CCSQ Agile Playbook - Figure Out How To Work (Servant Leadership) <a href="https://qnetconfluence.cms.gov/display/LACE/Figure+Out+How+To+Work" target="_blank">https://qnetconfluence.cms.gov/display/LACE/Figure+Out+How+To+Work</a>

You don't know how you're doing unless you can measure and compare. Without <a href="https://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.

If you can measure it, collect it. <a href="https://www.scaledagileframework.com/metrics/" target="_blank">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">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.

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? 
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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.
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<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="https://agilemanifesto.org/principles.html" target="_blank">Agile Manifest Principle #2</a><span class="sup"> 3</span>

The <a href="https://www.scaledagileframework.com/devops/" 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.

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>
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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 <a href="https://www.scaledagileframework.com/devops/" target="_blank">https://www.scaledagileframework.com/devops/</a>
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5 - 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>

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

Since we know that working software is primary measure of progress, open your <a href="https://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.

1 - Scrum Guide - Transparency <a href="https://scrumguides.org/scrum-guide.html#transparency" target="_blank">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>
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3 - 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>
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4 - Scaled Agile Framework - System Demo <a href="https://www.scaledagileframework.com/system-demo/" target="_blank">https://www.scaledagileframework.com/system-demo/</a>

It all starts at the top. <a href="https://www.scaledagileframework.com/product-and-solution-management/" 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. 
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Servant leadership also means you are excited about the work being created. Show up to <a href="https://www.scaledagileframework.com/system-demo/" 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.
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<a href="https://www.youtube.com/watch?v=HYXH2XUfhfo" target="_blank">Here</a><span class="sup"> 3</span> is a great <a href="https://www.youtube.com/watch?v=HYXH2XUfhfo" target="_blank">video</a><span class="sup"> 3</span> on servant leadership. It's only 8 minutes long.

The <a href="https://www.scaledagileframework.com/release-train-engineer-and-solution-train-engineer/" target="_blank">Release Train Engineer (RTE)</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.

The Lean-Agile Center of Excellence (<a href="https://www.scaledagileframework.com/lace/" target="_blank">LACE</a><span class="sup"> 5</span>) is a group of <a href="https://www.scaledagileframework.com/safe-program-consultant/" target="_blank">Agile Coaches</a><span class="sup"> 6</span> that are dedicated to impediment removal and improvement of your program. They are different than the <a href="https://www.scaledagileframework.com/release-train-engineer-and-solution-train-engineer/" target="_blank">RTE</a><span class="sup"> 4</span>, in that they have a <a href="https://www.scaledagileframework.com/apply-systems-thinking/" target="_blank">wholistic view</a><span class="sup"> 7</span> of the program beyond execution. They do not supplant the <a href="https://www.scaledagileframework.com/release-train-engineer-and-solution-train-engineer/" target="_blank">RTE</a><span class="sup"> 4</span>, they enhance the <a href="https://www.scaledagileframework.com/release-train-engineer-and-solution-train-engineer/" target="_blank">RTE</a><span class="sup"> 4</span> and program <a href="https://www.scaledagileframework.com/product-and-solution-management/" target="_blank">leadership</a><span class="sup"> 1</span>. This is another powerful ally at your disposal.

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>
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2 - 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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3 - YouTube - Leadership on a Submarine <a href="https://www.youtube.com/watch?v=HYXH2XUfhfo" target="_blank">https://www.youtube.com/watch?v=HYXH2XUfhfo</a>
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4 - 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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5 - Scaled Agile Framework - LACE <a href="https://www.scaledagileframework.com/lace/" target="_blank">https://www.scaledagileframework.com/lace/</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 - Principle #2 Apply Systems Thinking <a href="https://www.scaledagileframework.com/apply-systems-thinking/" target="_blank">https://www.scaledagileframework.com/apply-systems-thinking/</a>

<a href="https://www.scaledagileframework.com/lean-agile-mindset/" target="_blank">You will always find something to improve on</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. <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/continuous-learning-culture/" target="_blank">culture of improvement</a><span class="sup"> 4</span>, from the top down, to encourage everyone in the ART to improve.
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<span style="font-style:italic;">"At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly."</span> - <a href="https://agilemanifesto.org/principles.html" target="_blank">Agile Principle #12</a><span class="sup"> 5</span>

What do you work on? The thing that is creating the biggest problem. You find this out by collecting and analyzing <a href="https://www.scaledagileframework.com/metrics/" target="_blank">metrics</a><span class="sup"> 5</span>. <a href="https://www.scaledagileframework.com/take-an-economic-view/" target="_blank">Economic decisions</a><span class="sup"> 7</span> are usually the best <a href="https://playbook.cio.gov/#play12" target="_blank">decisions</a><span class="sup"> 8</span>.
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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.

1 - Scaled Agile Framework - Lean-Agile Mindset <a href="https://www.scaledagileframework.com/lean-agile-mindset/" target="_blank">https://www.scaledagileframework.com/lean-agile-mindset/</a>
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2 - Scrum Guide - Sprint Retrospective <a href="https://scrumguides.org/scrum-guide.html#sprint-retrospective" target="_blank">https://scrumguides.org/scrum-guide.html#sprint-retrospective</a>
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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>
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4 - 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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5 - Agile Manifesto Principles <a href="https://agilemanifesto.org/principles.html" target="_blank">https://agilemanifesto.org/principles.html</a>
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6 - Scaled Agile Framework - Metrics <a href="https://www.scaledagileframework.com/metrics/" target="_blank">https://www.scaledagileframework.com/metrics/</a>
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7 - Scaled Agile Framework - Principle #1 Take an Economic View <a href="https://www.scaledagileframework.com/take-an-economic-view/" target="_blank">https://www.scaledagileframework.com/take-an-economic-view/</a>
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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>

<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>

<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>

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>