> The DoD is still using outdated water-agile-fall acquisition principles to procure services and talent instead of leveraging “Capacity of work” agile contracts to staff teams. Improving acquisition ensures teams have the ability to groom their backlog and move at the pace of relevance. Only Platform One, and teams like Kessel Run, are truly end-to-end agile, from what I have seen to-date.
I don't know what "water-agile-fall" is exactly, but he's probably talking about some terms in the Air Force. Maybe he means that the waterfall model still exists, and a bunch of people are trying (unsuccessfully) to convert to agile. But he's only seen Agile properly happen in a minority of projects.
> The DoD is still using outdated water-agile-fall acquisition principles to procure services and talent instead of leveraging “Capacity of work” agile contracts to staff teams. Improving acquisition ensures teams have the ability to groom their backlog and move at the pace of relevance. Only Platform One, and teams like Kessel Run, are truly end-to-end agile, from what I have seen to-date.
I don't know what "water-agile-fall" is exactly, but he's probably talking about some terms in the Air Force. Maybe he means that the waterfall model still exists, and a bunch of people are trying (unsuccessfully) to convert to agile. But he's only seen Agile properly happen in a minority of projects.