Federal agencies generally have more regulation, slower processes, and a command-and-control style of bureaucracy. How does it work when trying to foster agility and implement a continuous delivery model? Gene Gotimer relates his experiences and challenges with encouraging a culture change in federal government.
I’ve had the privilege (and the many challenges) of working in IT for more than three decades. Early in my career I tended to accept things as they were presented, following the techniques, processes, guidelines, and approaches I was taught by my peers and managers. As I gained experience and wisdom, I became a better independent thinker and started to connect the dots and ask questions.
The word continuous gets thrown around a lot when talking about agile and DevOps. One area that often doesn’t get enough attention is how to continuously build, test, and deliver secure applications.Just like for quality, you can’t test security in, so you need to have a plan for how to build it in from the ground up. Here are some tips on how to do that.
One of the principles behind the Agile Manifesto is “At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.” Unfortunately, many associate that practice with performing team retrospectives at the end of a sprint, or periodically in kanban. But if you seek to build a high-performing team, there are more improvement activities you should consider adopting.
A key part of an agile process is the retrospective. The purpose of retrospectives is to identify where you can improve and reinforce what you are doing well as a team. They typically happen at the end of each sprint in Scrum, at regular intervals in kanban, or after something goes wrong in your organization. […]
