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

1

Lt Col Jeremiah Sanders AOC WS Program Manager aka AOC Pathfinder

2

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

• utcomes 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

Agile Development = Experimentation in Ops

Developing hypotheses based on user research Validating solutions based on user testing

The fuzzy front end PMO + finance

water-

The last mile Centralized QA IT Operations

fall-

Iteration “Agile” teams

scrum-

Study & Approval Design & planning Analysis Development Test & Showcase 0 1 2 3 4 Integration & QA Release & Operation

@jezhumble

notagile

Agile Litmus Tests: 1) When was the last time you deployed software into ops? 2) What did you learn? 3) How do you know? 4) What is your cycle time?

• 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
• perations 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

krsuccesses

6

Planned for CY18 In Development In Production Deferred

Objectives, Effects, and Guidance Target Development Weaponeering and Allocation ATO Production and Dissemination Execution Planning and Force Execution Assessment

Contingency Planning Crisis Action Planning Campaign Planning

Joint Targeting Toolbox MISREP Analysis Tool Battle Damage Assessment Tool Target Production Manager Tanker Planning Toolkit Dynamic Targeting Tool Strategy Planning Tool ATO Production IAMD Planner Worldwide Tanker Allocation Tool

RAVEN - Target Production Manager JIGSAW – Tanker Planning Toolkit CHAINSAW – Dynamic Targeting MARAUDER – MAT Replacement

MAAP CAS Planner RSTA Annex Planner

Continuously delivering war-winning software our Airmen LOVE

Common Asset View

KesselRun

7

JCIDS PPB&E DAS

• Value Stream Mapping
• Impact Mapping
• Estimate Dev Capacity req’d
• Size platform needs
• PPB&E on Product Teams &

Platforms

• FAR Part 13 for any contracted

support

• Production OT for cloud platform
• Modular contracting for

Toolchains / COTS

Mitigate risk through metered funding Allocate funding via growth boards Growth boards hold product teams accountable for achieving JCIDS defined impacts

agileeverything

• Automated DT/OT
• Automated Security/ATO
• Automated Fielding

VALUE STREAM MAPPING IMPACT MAPPING

OPPORTUNITY

BACKLOG VaDER SPRINT PRODUCT SCOPING DISCOVERY & FRAMING INCEPTION

ONGOING

• ID Current

Conditions

• ID Improvement

Opportunities

• Objectives &

Key Results (OKRs)

• ID Target

Condition

• Key

Performance Indicators (KPIs)

• Prioritized,

validated Backlog

• Derisking

analysis to scoping growth board

• Product team

resource allocation

• Prioritized

backlog

• ID Solution

Hypothesis

• D&F Review
• Development

Kickoff

• First “Push to

Prod”

MARAUDER TPM RIPSAW CHAINSAW ARC SLAPSHOT JIGSAW ITERATIONS TESTABLE USEABLE USEFUL JOYFUL

• Beta Test
• Initial User

Adoption

• User

Adoption

• Legacy

Sunset

thekesselrun

IAMD Planner

ONGOING ONGOING < 30 DAYS 2-3 HOURS 4-6 WEEKS 1 DAY ONGOING KICKOFF GROWTH BOARD INCEPTION GROWTH BOARD LAUNCH GROWTH BOARD FIRST VALUE GROWTH BOARD

FASTEST TIME THROUGH THE KESSEL RUN = 88 DAYS ACC ACC & Kessel Run Kessel Run Current Products:

VADER SPRINT REVIEW

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