Preface
For the last few years, I have been struggling to bring Agile and DevOps practices into a large federal government agency—seemingly the most inhospitable of environments. As a newcomer to government, my first reaction was one of amazement: How was it possible to throw so many obstacles in the way of good practice? How was it possible to inject so much waste into processes that were otherwise headed in the right direction? What was especially striking, though, was that the obstacles and the waste were being injected by some of the most intelligent people I’d ever worked with, and certainly the most committed and well-meaning. It had the feeling of a paradox, set up by some very clever philosopher with two hundred-some-odd years to get ...
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