Lt Col Jeremiah Sanders AOC WS Program Manager 1 theimpetusforKR - PowerPoint PPT Presentation

aka AOC Pathfinder Lt Col Jeremiah Sanders AOC WS Program Manager 1

theimpetusforKR  Core Operational Problem: Traditional software development and acquisitions cannot keep pace with changes in ops concepts or advances in technology. Commanders desire rapid development of new capabilities for the current fight and to outpace near-peer competitors.  Root Cause: DoD Decision Support Systems (PPBE, JCIDS & DAS) and culture are flawed:  Assume and are optimized for a fantasy world of certainty and stability  Measure & value outputs , not outcomes ... we don’t know if we’re building the right thing !  Hypothesis: Lean Agile software development, DevOps IT/culture, and Lean Startup entrepreneurial management methods/culture are collectively optimized for valuable outcomes and accountability in conditions of extreme uncertainty  Experiment: AOC Pathfinder - AOC PMO, Defense Digital Service (DDS) and Defense Innovation Unit Experimental (DIUx) partnership to prove these methods can get valuable software released faster, with higher quality, greater security, and reduced risk Lean Agile + Lean Startup = maneuver warfare for acquisitions…overcomes “fog” and “friction” of 21st century technology 2

Agile Development = Experimentation in Ops Developing hypotheses based on user research Validating solutions based on user testing

notagile PMO + finance water- Study & Approval Design & planning The fuzzy front end “Agile” teams Analysis scrum- Development Test & Showcase Iteration 0 1 2 3 4 Agile Litmus Tests: fall- 1) When was the last time you Centralized QA IT Operations deployed software into ops? 2) What did you learn? Integration & QA Release & Operation 3) How do you know? 4) What is your cycle time? The last mile @jezhumble

krsuccesses  Awarded a contract in 60 days  Deployed unclass, off-premise PCF DevOps environment on AWS in 60 days  Fielded accredited SIPR cloud-native DevOps platform at 609 CAOC in under 130 days; replicated at Shaw  Took 5 applications from concept through UNCLASS development and into operations on SIPR in an average of 124 days  First DoD organization to achieve Continuous Delivery to SIPRNet: ~10 new features to real-world ops per app/per week; can push to SIPR <1hr  First DoD organization to achieve “Continuous Authority to Operate” due to automation of security controls  Initial applications saving over $6.4M and 1,100 man-hours of previously manual and error-prone effort per month in 609 CAOC, Al Udeid Air Base; working to expand across AOC Enterprise 5

KesselRun Contingency Crisis Action Planning Planning RAVEN - Target Production Manager Campaign Planning MARAUDER – MAT Replacement Worldwide Tanker Allocation Tool Objectives, Effects, and Guidance Target MISREP Production Analysis Manager Tool Strategy Planning Battle Tool Damage Target Assessment Assessment Development Tool In Production In Development Joint Targeting Toolbox Common Planned for CY18 JIGSAW – Tanker Planning Toolkit Asset View Deferred IAMD Weaponeering and Execution Planning Planner Allocation and Force Execution CHAINSAW – Dynamic Targeting MAAP CAS ATO Planner Tanker Dynamic Production Planning Targeting Toolkit Tool ATO Production and RSTA Annex Dissemination Planner Continuously delivering war-winning software our Airmen LOVE 6

agileeverything JCIDS • • Automated DT/OT Value Stream Mapping • • Automated Security/ATO Impact Mapping • Automated Fielding DAS PPB&E • • Estimate Dev Capacity req’d FAR Part 13 for any contracted • support Size platform needs • • Production OT for cloud platform PPB&E on Product Teams & • Modular contracting for Platforms Mitigate risk through metered funding Toolchains / COTS Allocate funding via growth boards Growth boards hold product teams accountable for achieving JCIDS defined impacts 7

thekesselrun FASTEST TIME THROUGH THE KESSEL RUN = 88 DAYS ONGOING ONGOING 2-3 HOURS 4-6 WEEKS ONGOING < 30 DAYS 1 DAY ONGOING JIGSAW Current Products: SLAPSHOT IAMD Planner MARAUDER ARC CHAINSAW RIPSAW ACC & Kessel Run ACC Kessel Run TPM VALUE PRODUCT OPPORTUNITY STREAM INCEPTION ITERATIONS BACKLOG SCOPING VaDER IMPACT DISCOVERY MAPPING MAPPING SPRINT & FRAMING TESTABLE JOYFUL USEABLE USEFUL • • • • • • • • First “Push to • • Derisking Prioritized • User ID Current ID Target Prioritized, Product team D&F Review Beta Test Initial User • Prod” analysis to backlog Adoption Conditions Condition validated resource Development Adoption • • • • scoping ID Solution Legacy ID Improvement Key Backlog allocation Kickoff growth board Hypothesis Sunset Opportunities Performance • Objectives & Indicators Key Results (KPIs) (OKRs) INCEPTION LAUNCH FIRST VALUE VADER KICKOFF GROWTH GROWTH GROWTH SPRINT GROWTH BOARD BOARD BOARD REVIEW BOARD JCIDS PPBE DAS

lessonslearned  We’ve validated you can get valuable software released faster, with higher quality, better security, and reduced risk  Lean Startup entrepreneurial management methodologies and culture are optimized for success and accountability in conditions of extreme uncertainty; huge opportunity to champion a better way of meeting warfighting needs Culture and talent management are our biggest challenges to reaching digital transformation  Our knowledge of traditional technologies, development methodologies and Taylor-inspired  industrial/general management systems are a liability  Achieving Continuous Delivery is the first big step; without it agile has not manifested Digital Transformation will take time  No easy button for the fundamental technology and architecture shift required  Definitely no easy button for culture change and the org/train/equip function  Two key resources have informed Kessel Run’s learning:   The Startup Way, by Eric Ries Lean Enterprise, by Jez Humble et al 

Delivering…Continuously