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What does it take to adopt agile in the Federal Government
 

What does it take to adopt agile in the Federal Government

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What does it take to adopt agile in the Federal Government by Devin Hedge at AgileDC 2011

What does it take to adopt agile in the Federal Government by Devin Hedge at AgileDC 2011

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    What does it take to adopt agile in the Federal Government What does it take to adopt agile in the Federal Government Presentation Transcript

    • What does it take to adopt Agile in the Federal Government? Devin B. Hedge, PMP, CSM Agile DC 2011 October, 26, 2011 © 2011 BigVisible Solutions, Inc.. All Rights ReservedThursday, October 27, 11
    • © 2011 BigVisible Solutions, Inc.. All Rights Reserved 2Thursday, October 27, 11
    • Things To Do Three Switches via www.rush.com Pragmatic Applications © 2011 BigVisible Solutions, Inc.. All Rights Reserved 8Thursday, October 27, 11
    • Three Switches That Make Agile Work in the [Government] Enterprise © 2011 BigVisible Solutions, Inc.. All Rights ReservedThursday, October 27, 11
    • Enabling Culture Organizational Design Policies And Planning © 2011 BigVisible Solutions, Inc.. All Rights ReservedThursday, October 27, 11
    • Shared Values to ” ve ed a k h a u N Yo et “G © 2011 BigVisible Solutions, Inc.. All Rights Reserved 13Thursday, October 27, 11
    • Servant Leader I. Person of Character II. Puts People First III. Skilled Communicator IV. Compassionate Collaborator V. Has Foresight VI. Systems Thinker VII. Leads with Moral Authority The Seven Pillars of Servant Leadership from Seven Pillars of Servant Leadership: Practicing the Wisdom of Leading by Serving by James W. Sipe and Don M. Frick © 2011 BigVisible Solutions, Inc.. All Rights Reserved 14Thursday, October 27, 11
    • Tribal Leadership Stage Mood Theme Innocent 5 “Life is great” Wonderment “We’re great” 4 Tribal Pride (and they’re not) “I’m great” 3 Lone Warrior (and you’re not) Apathetic 2 “My Life ‘stinks’” Victim Despairing 1 “Life ‘stinks’” Hostility from Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization by Dave Logan, John King & Halee Fischer-Wright © 2011 BigVisible Solutions, Inc.. All Rights Reserved 15Thursday, October 27, 11
    • Tribal Leadership Stage Mood Theme Agile Culture Innocent 5 “Life is great” Wonderment “We’re great” 4 Tribal Pride (and they’re not) “I’m great” 3 Lone Warrior (and you’re not) Apathetic 2 “My Life ‘stinks’” Victim Despairing 1 “Life ‘stinks’” Hostility from Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization by Dave Logan, John King & Halee Fischer-Wright © 2011 BigVisible Solutions, Inc.. All Rights Reserved 15Thursday, October 27, 11
    • Tribal Leadership Stage Mood Theme Agile Culture Innocent 5 “Life is great” Wonderment “We’re great” 4 Tribal Pride (and they’re not) “I’m great” Govt 3 Lone Warrior (and you’re not) Culture Apathetic 2 “My Life ‘stinks’” Victim Despairing 1 “Life ‘stinks’” Hostility from Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization by Dave Logan, John King & Halee Fischer-Wright © 2011 BigVisible Solutions, Inc.. All Rights Reserved 15Thursday, October 27, 11
    • Tribal Leadership Stage Mood Theme Agile Culture Innocent 5 “Life is great” Wonderment Leadership Gap “We’re great” 4 Tribal Pride (and they’re not) “I’m great” Govt 3 Lone Warrior (and you’re not) Culture Apathetic 2 “My Life ‘stinks’” Victim Despairing 1 “Life ‘stinks’” Hostility from Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization by Dave Logan, John King & Halee Fischer-Wright © 2011 BigVisible Solutions, Inc.. All Rights Reserved 15Thursday, October 27, 11
    • Agile Values Manifesto for Agile Software Development We are uncovering better ways of developing This requires a Level 4-5 Culture This takes more discipline software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. Kent Beck James Grenning Robert C. Martin Mike Beedle Jim Highsmith Steve Mellor Arie van Andrew Hunt Ken Schwaber Bennekum Ron Jeffries Jeff Sutherland Alistair Cockburn Jon Kern Dave Thomas Ward Cunningham Brian Marick Martin Fowler Source: http://www.agilemanifesto.org © 2011 BigVisible Solutions, Inc.. All Rights Reserved 16Thursday, October 27, 11
    • Agile Principles ■ Customer satisfaction by rapid delivery of useful software ■ Welcome changing requirements, even late in development ■ Working software is delivered frequently (weeks rather than months) ■ Working software is the principal measure of progress ■ Sustainable development, able to maintain a constant pace ■ Close, daily co-operation between business people and developers ■ Face-to-face conversation is the best form of communication (co-location) ■ Projects are built around motivated individuals, who should be trusted ■ Continuous attention to technical excellence and good design ■ Simplicity ■ Self-organizing teams ■ Regular adaptation to changing circumstances Don’t Violate These... or things get really really BAD really really QUICKLY!!! Agile Lets You Do BAD Things Quickly, Too! © 2011 BigVisible Solutions, Inc.. All Rights Reserved 17Thursday, October 27, 11
    • Agile Development Practices Maintain a code repository Automate the build Make the build self-testing Everyone commits to the baseline every day Every commit (to baseline) should be built Keep the build fast Test in a clone of the production environment Make it easy to get the latest deliverables DON’T DO THESE Everyone can see the results of the latest build AND YOU ARE Automate deployment DOOMED!!! Photo by KaiChanVong © 2011 BigVisible Solutions, Inc.. All Rights Reserved 18Thursday, October 27, 11
    • Pick The Right Agile Methodology Lean Management DSDM Program/portfolio Focused, Multiple Teams AgileUP Kanban Project Focused, Multiple Teams Scrum Project Focused, Single Team ? Scrum of Scrums Project Focused, Multiple Teams © 2011 BigVisible Solutions, Inc.. All Rights Reserved 19Thursday, October 27, 11
    • Enabling Culture Agile Methodologies Agile Practices Agile Principles Agile Values Tribal Leadership Servant Leadership Shared Values © 2011 BigVisible Solutions, Inc.. All Rights Reserved 20Thursday, October 27, 11
    • Organizational Design © 2011 BigVisible Solutions, Inc.. All Rights Reserved 21Thursday, October 27, 11
    • Typical [Government] Org Design 90+% of All Govt Services/Products Are IT Related SERVICE/PRODUCT SERVICE/PRODUCT DELIVERY DELIVERY??? LOBs OCIO S1 S2 S3 DEV OPS etc © 2011 BigVisible Solutions, Inc.. All Rights Reserved 22Thursday, October 27, 11
    • Agile [Government] Org Design System Development Team Product Support Team OCIO Service Development Team OCTO LOB Owners BIG TAKE AWAY: LOB Owners Own Development Teams, CTO Service Delivery Team Owns Dev Standards/EA, CIO Owns Operations © 2011 BigVisible Solutions, Inc.. All Rights Reserved 23Thursday, October 27, 11
    • Policy and Planning © 2011 BigVisible Solutions, Inc.. All Rights Reserved 24Thursday, October 27, 11
    • People Development The TEAM is Everything © 2011 BigVisible Solutions, Inc.. All Rights Reserved 25Thursday, October 27, 11
    • Look Familar? Federal CIO Initiative CIO Initiative LOB needs Legislative • The Budget cycle is built based on horizon of predictability • The Budget categories reinforce long stage-gated development cycles © 2011 BigVisible Solutions, Inc.. All Rights Reserved 26Thursday, October 27, 11
    • Agile Budgeting The plan creates cost/ The Vision Creates schedule estimates feature estimates Fixed Features Cost Date Value- Driven ($) Plan- Driven Estimated Cost Date Features Source: “Inverting the Iron Triangle” by Mike Cottmeyer (http://www.leadingagile.com/2008/04/inverting-the-iron-triangle/ ) and “Agile Contracts” by Jesse Fewell © 2011 BigVisible Solutions, Inc.. All Rights Reserved 27Thursday, October 27, 11
    • Why Variable Scope? Eliminate Waste and Free Up Budget $$$ © 2011 BigVisible Solutions, Inc.. All Rights Reserved 28Thursday, October 27, 11
    • Cut It Off! It’s Ok! Cut Off Project Here! Combined Acquisition Lifecycle IOC Release 2 Release 3 Release 4 Maintenance JAD It 1 It 2 It 3 It 4 It 5 It 6 It 7 It 8 It 9 It 10 It 11 It 12 Relative Value of Features Delivered © 2011 BigVisible Solutions, Inc.. All Rights Reserved 29Thursday, October 27, 11
    • Effect on the IT Spending Cost Curve 2.0 1.5 1.0 0.5 0 -0.5 BY BY+1 BY+2 BY+3 Development Enhancements Log.(Enhancements) Maintenance © 2011 BigVisible Solutions, Inc.. All Rights Reserved 30Thursday, October 27, 11
    • An Even More “Agile” Budgeting Process Inspect and Adapt The Budget Combined Acquisition Lifecycle IOC Release 2 Release 3 Release 4 Maintenance JAD It 1 It 2 It 3 It 4 It 5 It 6 It 7 It 8 It 9 It 10 It 11 It 12 Fixed Cost, Variable Scope Task Orders © 2011 BigVisible Solutions, Inc.. All Rights Reserved 31Thursday, October 27, 11
    • Acquisition Management NOT Like This! © 2011 BigVisible Solutions, Inc.. All Rights Reserved 32Thursday, October 27, 11
    • Multi-Team Coordination FEATURE TEAM 1 SUBSYS 1 IOC Release 2 Release 3 Release 4 Maintenance JAD It 1 It 2 It 3 It 4 It 5 It 6 It 7 It 8 It 9 It 10 It 11 It 12 FEATURE TEAM 2 COMPONENT TEAM(S) 1-N SUBSYS 2 IOC Release 2 Release 3 Release 4 Maintenance JAD It 1 It 2 It 3 It 4 It 5 It 6 It 7 It 8 It 9 It 10 It 11 It 12 FEATURE TEAM(S) 3-n SUBSYS 3-n IOC Release 2 Release 3 Release 4 Maintenance JAD It 1 It 2 It 3 It 4 It 5 It 6 It 7 It 8 It 9 It 10 It 11 It 12 Integration Every 2-3 Sprints 33Thursday, October 27, 11
    • Feature Team Scope of Responsibility BPR/BPE UX/HCI WS/SOA APP SVCS COMMON EA ESB/MTR Component Team Scope of Responsibility © 2011 BigVisible Solutions, Inc.. All Rights Reserved 34Thursday, October 27, 11
    • Feature Team Composition Governance And SMEs Contractor A or Govt Developers Contractor B Testers Contractor C 35Thursday, October 27, 11
    • Work in Development Enclaves Develop Deploy Here Here © 2011 BigVisible Solutions, Inc.. All Rights Reserved 36Thursday, October 27, 11
    • Set Up A Collaborative Work Environment © 2011 BigVisible Solutions, Inc.. All Rights Reserved 37Thursday, October 27, 11
    • Pragmatic Applications © 2011 BigVisible Solutions, Inc.. All Rights Reserved 38Thursday, October 27, 11
    • Enterprise Adoption Patterns Image from versionone.com © 2011 BigVisible Solutions, Inc.. All Rights Reserved 39Thursday, October 27, 11
    • Grass Roots © 2011 BigVisible Solutions, Inc.. All Rights Reserved 40Thursday, October 27, 11
    • Bottoms-Up © 2011 BigVisible Solutions, Inc.. All Rights Reserved 41Thursday, October 27, 11
    • Top-Down © 2011 BigVisible Solutions, Inc.. All Rights Reserved 42Thursday, October 27, 11
    • Transformational © 2011 BigVisible Solutions, Inc.. All Rights Reserved 43Thursday, October 27, 11
    • What To Do? Agile Effects The Entire Organization © 2011 BigVisible Solutions, Inc.. All Rights Reserved 44Thursday, October 27, 11
    • What To Do? Agile Adoption Requires A Fundamental Mindset Shift © 2011 BigVisible Solutions, Inc.. All Rights Reserved 45Thursday, October 27, 11
    • What To Do? CMMI STOP LITERAL INTERPRETATION OF STANDARDS PMBOK Compliant © 2011 BigVisible Solutions, Inc.. All Rights Reserved 46Thursday, October 27, 11
    • Think of Transformation Maturity Level In Layers and Levels Enterprise Level Product Portfolio Level l Lv Product/Service Level rg Project Level O Process Area © 2011 BigVisible Solutions, Inc.. All Rights Reserved 47Thursday, October 27, 11
    • Get a Good Coach via www.achievement.org © 2011 BigVisible Solutions, Inc.. All Rights Reserved 48Thursday, October 27, 11
    • Summary Things To Do Three Switches Pragmatic Applications © 2011 BigVisible Solutions, Inc.. All Rights Reserved 49Thursday, October 27, 11
    • Questions? © 2011 BigVisible Solutions, Inc.. All Rights Reserved 50Thursday, October 27, 11
    • Thank You! Devin B. Hedge, PMP, CSM email: dhedge@bigvisible.com twitter: @agiledevin web: http://www.bigvisible.com © 2011 BigVisible Solutions, Inc.. All Rights Reserved 51Thursday, October 27, 11