Analyzing the USAF agile transformation using a systems thinking approach

Thesis: S.M. in Engineering and Management, Massachusetts Institute of Technology, System Design and Management Program, 2018.Cataloged from PDF version of thesis.Includes bibliographical references (pages 84-85).The United States Air Force (USAF), like many large enterprises, has struggled to keep up with industry in developing state of the art systems in a timely manner. Although many argue that the landscape for the Department of Defense (DoD) has complex and unique factors this does not make the needs of the warfighter to be less urgent. To improve its current state, the USAF has been trying to transform software acquisitions from a Waterfall to Agile approach. Progress towards an Agile transformation appears to be somewhat stagnant. This thesis analyzes the status of the USAF Agile transformation; evaluates challenges for the USAF in becoming truly Agile -and proposes recommendations to the USAF, DoD and government leaders on how to make the USAF Agile transformation successful. A main finding of this investigation is that the USAF Agile transformation is experiencing the same challenges felt by many large corporations; however, they have a very unique set of stakeholders. The current approach needs modification to include these stakeholders' needs. There are actions that can be taken by personnel at very different levels to make the Agile transformation successful. Challenges such as regulations that reflect Waterfall methodologies are best address by high level leadership while others are best addressed by employees such as creating a grassroots movement. Agile could be a major contributor for helping the USAF to succeed at becoming more effective at quickly deploying needed systems. By utilizing a holistic view, the USAF will be better able to address the current challenges of Agile transformation to deliver capability to the warfighter.by Elizabeth A. Bieler.S.M. in Engineering and Managemen