Agile Public Procurement in Lithuania
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Agile Public Procurement in Lithuania

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This is a free presentation from the public event Agile Tour 2012 Vilnius. http://agileturas.lt

This is a free presentation from the public event Agile Tour 2012 Vilnius. http://agileturas.lt

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Agile Public Procurement in Lithuania Agile Public Procurement in Lithuania Presentation Transcript

  • The impossible is often the untried (Jim Goodwin)Money for nothin and chicks for free… (Dire Straits)
  •  Articulate the Global Efficiency Problem Prove that Agile Can be 1 of Solutions Draft the Strategic Roadmap Initiate the Change
  •  LR Law on Public Procurement Public Procurement Office  Ministry of Economy  E-Procurement Strict Procedures & Regulations Focus on Transparency & Control IT Services in 2011  272.3M LTL  391 tenders
  •  Legal Overcomplication Corruption Fierce Competition Public Claims & Lawsuits Kill the Projects Procurement Redundancies Questionable Efficiency
  • Questionable Efficiency
  •  LR Law on Public Information Resources LR Public IS Development Methodology LR Public IS Establishment and Legalization Rules IT Resources Ownership  Ministry of Justice  Ministry of Interior  Ministry of Transport and Communications Public IT Supervisor  Information Society Development Committee  Ministry of Transport and Communications E-Government Concept Supervisor  Ministry of Interior Long Term Legal Sequences  Program -> Study -> Requirements -> Tender -> Project
  •  CAPEX “SaaPA” – Software as a political asset Big Boys’ Club Outdated IS Development Methodology Requirements Over Goals Public IT Undefined Complexities Overdefined Simplicities Lack of Competence Redundancies Unusable Systems
  • EU / TechnicalGovernment Feasibility specification Procurement Tender Contract Analysis study and specification Program reglaments 1-3 years 0,5 year
  •  Focus on HOW do organizations buy  Not WHAT do they buy  Not IS THAT REALLY NEEDED  Not IS THAT REALLY WORKING Lack of Championship for Change  Disperse Ownership among 3 Ministries Public IT Procurement Lack of Economic Motivation for Change  Financing models Now  Buyers Not Interested  Sellers Not Interested AGILE CANNOT HELP ALONE
  • Future is Closer Than Appearshttp://fineartamerica.com/featured/objects-in-mirror-may-be-closer-than-they-appear-michael-puckette.html
  •  SMART COUNTRY, GOOD TO LIVE http://www.lietuva2030.lt/ AND WORK  Smart community  Smart economy  Smart governance PM Quotes  2015 Nordic Baltic Hi-Tech Service Hub  2030 3 mln innovative citizens National Progress Program No IT strategy 
  • Solution!
  •  No Need To Define The Indefinite Faster Study to Project Lifecycle Faster and Usable GO LIVE Requirements Aligned To Reality Stop When It’s Enough  “Wrong Jungle” Suppliers’ Risk Management Innovation Enablement  Indefinite  Quota for Failure
  • The long road from it-works-somewhere ... … to it-will work for ushttp://tripwow.tripadvisor.com/tripwow/ta-00a3-9bc2-5ea4
  •  Effective Practices and Federal Challenges in Applying Agile Methods  Government Accountability Office Report, 2012, July 32 Effective Practices Agile methods begin to be more broadly used in federal development projects Ongoing effort by the Federal CIO Council to develop guidance on modular development Ongoing effort to promote modular development in the federal government Ensure that the experiences of those who have used Agile development are shared broadly
  •  Contracting to Support Modular Development  http://www.whitehouse.gov , 2012, June Integrated Program Team Responsibilities 3 Investment Levels & Sample Structure Contract Approaches Payment Strategies
  •  Governance for Agile Delivery  National Audit Office report, 2012, July Agile Adoption Guides Agile Adoption Targets & KPIs 2013: Agile delivery in 50% of major programs 2014: Reduce the average delivery time in these programs by 20%
  •  “Systemic flaws in traditional methods”  Institute for Government , 2011, March Low user satisfaction, difficult to operate Late delivery and failure with expected benefits High costs to make simple system changes Obsolescent systems (technologically)
  •  Government ICT Strategy  Cabinet Office, 2011, March Prevents from creating large ICT programs Promotes Agile methods to reduce waste and the risk of failure 2-Year Agile Adoption Roadmap Pilot projects in all departments Capability and approach to Agile Identify core technology to underpin Agile ICT procurement to increase SME provision Centre of Excellence for fast start-up of Agile projects
  • http://www.condenaststore.com/-sp/Great-but-how-is-he-in-bed-New-Yorker-Cartoon-Prints_i8541755_.htm
  • Whitebook: PRINCE2 combined with Scrum
  •  PRINCE2  Business case driven  Project board, Stakeholders roles  Management by exception  Management stages  Tolerances  Product based planning  Work packages / Procurement  Project assurance Agile  Focus on business needs  Collaboration  Delivery of working increments  Timeboxes  Quality Built-in 100% Compatible
  • By Jens Hoffman, “PRINCE2 + AGILE = SUCCESS”, http://www.slideshare.net/jenshoffmann/prince2-agile-success
  •  Contracting to Support Modular Development  http://www.whitehouse.gov , 2012, June Indefinite delivery / quantity contracts Single contract with options Successive contracts Performance-based Work Statements Fixed-price contracts and task orders Cost-reimbursement contracts Time-and-materials contracts Incentive contracts Hybrid contracts Money for Nothing & Change for Free  Jeff Sutherland, Ph.D., Chairman, Scrum Training Institute
  • Including: Why Public Procurement in the EU is not Agile Organizational culture is now the single largest barrier to the adoption of the agile approachhttp://www.scribd.com/doc/103140203/Agile-Project-Management-for-Government-Chapter-20-Extracts-on-Agile-Contracts
  • Agile in Public IT Projects NOWhttp://thesocietypages.org/cyborgology/2012/09/11/empowerment-without-independence/
  •  Agile Under Cover Nor Welcome Neither Forbidden  Will & Skills Development Practices 100% Compatible Agile Under Cover:  Goals and Value orientation  Official & Unofficial Iterations  Official & Unofficial Reviews  Always Deliver Usable Software  Plan Releases as for Commercial Product Ask Vaida Masiulionytė
  • Future is Closer Than AppearsFUTURE AGILIZATION http://www.scenicreflections.com/download/385419/Bright_Future_Wallpaper/
  • • Lithuanian Strategy 2030 • http://www.lietuva2030.lt/Now • National progress program (NPP) • Goals and priorities for ministries2012 • Performance control system • Pre-commercial procurements & Innovative projects • Public sector processes efficiency improvement2013+ projects
  • NPP “Smart economy” Ministry of EconomyHigh added value oriented, Environment conducive to integral economy economic growth Measurement Innovative Availability of of economic technological information efficiency projects (open data) Agile Zone
  •  No premature definitions and lock-ins Clouds & Simplified procurement on demand IT as a Service General economic advantage Possible GO LIVE in 1 month Open Data LT: http://data.ukmin.lt Open Source is not about Linux! Faster to integrate & reuse Less documentation needed No supplier lock-in
  • • Update LR Public IS Development Methodology • Require Measurable Goals, Scenarios, Priorities • Require Release Plan / GO LIVE roadmap 2012 • Recommend PRINCE2 and Agile combination • Update or extend LR Law on Public Procurement for information systems • Recommendations and guidelines for Agile in Public IT Procurement • Recommendations on Agile contracting and payments 2013 • Simplify legal side of serial co-purchases or cancellation on-demand • Pilot Agile projects in government organizations • Agile Mandatory for Innovation projects and Pre-commercial procurement • New paradigm projects: Agile + IT as a Service + Open Source + Open Data2013/14 • Rework of LR Law on Public Information Resources
  •  Articulate the Global Efficiency Problem Prove that Agile Can be 1 of Solutions Draft the Strategic Roadmap Initiate the Change