"Agile is an evolving learning environment. So, you have the top-level requirements. But, then, as you evolve and learn more about it, different
requirements will emerge. And, you need to verify those with the actual operational end user.
"An acquisition archetype describes a situation where an action that’s being taken may appear to be sensible and…promising. At the same time, it has unintended, counterproductive effects to what was desired by that action. It might even make things worse than they were in the first place, even though it seemed to make perfect sense."
"Testing by itself just isn’t going to get the job done. Testing typically only finds 50 percent of the problems in the code. Since a lot of the problems are introduced during requirements engineering and architecting, it really makes sense to try to both prevent those problems up front and to find the problems then instead of during the typical test cycle when they’re much, much more expensive to fix."
"Social dilemmas come in many different forms with different properties, which is partly why they can be hard to fix. That's why we keep seeing them, not just in acquisition but in public policy, economics, sociology, and many other areas.
"One of the key things, if you’re going to use Agile methods, is have enough definition up front of what you want to do, but not so much detail that you can’t learn, that it can’t change, because your environment changed.
"One of the things that we found with DoD and federal clients is that these principles are a little bit new. Some of them feel good—they feel like they fit within the DoD culture—and some of them don’t."
"When the project first starts out, initially we’re ticking off progress at a pretty regular basis…but what can happen as you start nearing completion—the 70, 80, 90 percent done—is that progress as measured can begin to stall out.
"A TRA is not a documentation review. There’s a lot of planning that goes into it, six months to a year’s worth of planning out front. You actually get into design details, engineering studies, & test reports. It’s really a heavy-duty engineering level review.
"Misaligned incentives usually occur in the absence of well-designed rules that control the rewards or penalties for participants. The underlying idea is that unless the rules incentivize them to do otherwise, people and organizations both tend to act in their own self interest, which may not always be what was wanted."