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a) Contracting personnel typically includes a warranted contract officer, who has express authority to enter into and administer a contract on behalf of the government and a contract specialist who can act as a business advisor to program managers; contracting personnel typically assist in planning the acquisition of goods and services, help negotiated the terms of the contract and provide contract management and administration services.

b) The product owner is the "voice of the customer," and is accountable for ensuring business value is delivered by creating customer-centric items (typically user stories), ordering them, and maintaining them in the backlog. See appendix II: Key Terms for more about the definition of a product owner.

c) The contracting officer's representative (COR) is a technical expert designated by the contracting officer to perform specific technical and administrative functions. The COR may provide day-to-day oversight of the contractor and reviews deliverables to ensure that they meet government requirements for quality, completeness, and timeliness.

d) The program office refers to all other personnel who support the program. This can include legal support, program monitoring and control support, and program management support. It is important that all personnel who support the program are familiar with Agile processes.

e) As discussed in chapter 3, the development team consists of the software developers, team facilitator, and subject matter experts who code the features for the program.

Figure 5: Comparison of Traditional and Agile Development Program Management Constraints by U.S. Government Accountability Office

This image is excerpted from a U.S. GAO report:

www.gao.gov/products/GAO-20-590G

AGILE ASSESSMENT GUIDE: Best Practices for Agile Adoption and Implementation

Figure 6: Overview of Requirements Management Best Practices by U.S. Government Accountability Office

This image is excerpted from a U.S. GAO report:

www.gao.gov/products/GAO-20-590G

AGILE ASSESSMENT GUIDE: Best Practices for Agile Adoption and Implementation

Figure 7: Backlog Decomposition for an Agile Program by U.S. Government Accountability Office

This image is excerpted from a U.S. GAO report:

www.gao.gov/products/GAO-20-590G

AGILE ASSESSMENT GUIDE: Best Practices for Agile Adoption and Implementation

Figure 9: Comparison of Waterfall and Agile Programs' Review Cycles by U.S. Government Accountability Office

This image is excerpted from a U.S. GAO report:

www.gao.gov/products/GAO-20-590G

AGILE ASSESSMENT GUIDE: Best Practices for Agile Adoption and Implementation

Figure 15: Overview of Agile Metrics Best Practices by U.S. Government Accountability Office

This image is excerpted from a U.S. GAO report:

www.gao.gov/products/GAO-20-590G

AGILE ASSESSMENT GUIDE: Best Practices for Agile Adoption and Implementation

Figure 8: Overview of Agile and Contracting Best Practices by U.S. Government Accountability Office

This image is excerpted from a U.S. GAO report:

www.gao.gov/products/GAO-20-590G

AGILE ASSESSMENT GUIDE: Best Practices for Agile Adoption and Implementation

Mid-PI Planning meeting lunch leftovers by Alpha

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