• Like

GovLoop Guide: Government Technology Year in Review

Uploaded on

Review Agile Government, Cloud Technology, Data, Mobility and Social Government.

Review Agile Government, Cloud Technology, Data, Mobility and Social Government.

More in: Technology
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
No Downloads


Total Views
On Slideshare
From Embeds
Number of Embeds



Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

    No notes for slide


  • 1. GovernmentTechnologyYear in Review
  • 2. THEGOVLOOPGUIDE2. WELCOME CONTENTS About GovLooP - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4 Executive SummarY - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5 The Year in Review – Results of 2012 GovLoop Technology Survey - - - - - - - 7 What has been the most important technology trend in 2012? What technology trends are you watching for 2013? What is your greatest challenge implementing new technology? Communicate Value of Project Agile Methodology Training Expert Insights: David Graziano of Cisco Talks BYOD Expansion of Mobility: The Perfect Storm for Government Agencies - - - - - 15 Challenges Case Studies – The Digital Government Strategy Case Study - U.S. Census Bureau 5 Great Mobile Apps from Microsoft Turning Data into Power: Unlocking Big Data for Agencies - - - - - - - - - - 23 Challenges Predictive Policing: Santa Cruz Police Department NASA’s Human Spaceflight Imagery Collection Looking Ahead to 2013 3 Keys to Big Data: Quick Wins, Clear Scope, Communicate Finding New Efficiencies, Cost Savings and Improved Services with Cloud Technology - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 29 Challenges Case Studies: FedRAMP Case Studies: NASA’s Jet Propulsion Laboratory (JPL) Looking Ahead to 2013 Cloud Computing Offers Cost Savings for Public & Private Sector
  • 3. 3. 2012TECHREVIEWChanging Traditional Project Management: Bringing Agile Methodology toGovernment - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 37Agile Best Practices Case Study: Immigration and Customs Enforcement (ICE)BlueCRUSH Program Redefining Analytics in GovernmentThe Year of Social Government: Social Media in 2012 - - - - - - - - - - - - 45Challenges Case Study: Public Engagement Lessons Learned from Chicago Mayor Rahm Emanual and PresidentObamaHow to Derive Value from Everyday Interaction with CitizensFinal Thoughts & Acknowledgements - - - - - - - - - - - - - - - - - - - 50GovLoop Resources - - - - - - - - - - - - - - - - - - - - - - - - - - 51HP & GovLoop Develop Telework AppBibliography of Report - - - - - - - - - - - - - - - - - - - - - - - - - - 54Expansion of Mobility: The Perfect Storm for Government AgenciesTurning Data into Power: Unlocking Big Data for AgenciesFinding New Efficiencies, Cost Savings and Improved Services through Cloud Technology Changing Traditional Project Management: Bringing Agile Methodology to GovernmentThe Year of Social Government: Social Media in 2012GovLoop Resources
  • 4. THEGOVLOOPGUIDE4. ABOUT GOVLOOP Location GovLoop is headquartered in Washington D.C with a team of dedicated professionals who share a commitment to connect and improve government. GovLoop 734 15th St NW, Suite 500 Washington, DC 20005 Phone: (202) 407-7421 Fax: (202) 407-7501 GovLoop’s mission is to connect government to day, GovLoop is the leading site for addressing improve government. We aim to inspire public public sector issues. sector professionals by acting as the knowl- edge network for government. The GovLoop GovLoop works with top industry partners to community has over 60,000 members work- provide resources and tools to the government ing to foster collaboration, solve problems and community. GovLoop has developed a variety share resources across government. of guides, infographics, online training and educational events, all to help public sector The GovLoop community has been widely professionals become more efficient Civil Ser- recognized across multiple sectors. GovLoop vants. members come from across the public sector. Our membership includes federal, state, and GovLoop’s 2012 Technology in Review Report local public servants, industry experts and pro- is sponsored by Cisco, Google, GovDelivery, HP, fessionals grounded in academic research. To- IBM, Oracle and Microsoft.
  • 5. 5. 2012TECHREVIEW EXECUTIVE SUMMARY2012 has been an exciting year for government Linda Cureton, Chief Information Officer, NASAtechnology, everything from Todd Park becom-ing the Federal CTO, the release of the Digital Malcolm Jackson, Chief Information Officer,Government Strategy, FedRAMP launching, Environmental Protection Agencythe White House Innovation Fellows Program,and countless examples of mobile application Our report continues with overviews of fivedevelopment, open data initiatives, and cloud core trends in government technology in 2012,adoption. mobile, big data, cloud adoption, agile meth- odology, and social media. Each trend is high-In this report, GovLoop set out to perform a lighted within this guide and identifies bestyear in review of government technology, iden- practices, common challenges, and top casetifying the core trends, themes and what to an- studies from 2012.ticipate for 2013. The GovLoop team wanted tostay true to our mission at GovLoop of sharing In 2012 we saw incredible innovations fromknowledge and resources to empower govern- government. GovLoop wants to thank the in-ment employees. With that said, not only did novators, front line staff, leaders and agencywe want to identify and tell great case studies heads working hard to improve how servicesof government work in 2012, we also wanted to are delivered to citizens. In times when bud-facilitate the sharing of resources, best practic- gets are constantly tightening, demand is in-es, ideas and solutions to improve how govern- creasing, and the mantra is to do more withment operates. We believe this report not only less, government leaders are challenged likewill highlight some of the best case studies for never before to implement new technology2012 and technology initiatives, but also en- to facilitate cost savings, efficiencies, and im-courages the government community to share proved reliability. Technology has become es-ideas and work collaboratively to improve the sential to meeting organizational objectives.way that government functions. As such, this report should serve as a roadmap to help you tackle some of your agencies mostIn late September 2012 GovLoop ran a survey pressing challenges and provide a year in re-asking our community for their insights to top view for government technology in 2012, andtechnology trends in 2012. The survey had 250 what to expect in 2013.respondents from the government community.Further, GovLoop reached out to key thought Be sure to check out GovLoop.com for moreleaders in government for their expert insights. technology related resources, and to join theThis report contains comments from the fol- conversation and collaborate with peers. If youlowing leaders in government: have any questions about this report, please feel free to reach out to Pat Fiorenza, GovLoopBernie Mazer, Chief Information Officer, De- Research Analyst at pat@govloop.com.partment of the InteriorJim Ropelewski, Chief Procurement Officer, De-partment of Education
  • 6. THEGOVLOOPGUIDE6. Expansion of Mobility Turning Data into Power Efficiencies of Cloud Technology Agile Methodology for Government The Year of Social Government
  • 7. 7. 2012TECHREVIEW The Year in Review Results of 2012 GovLoop Technology Survey ovLoop recently conducted Linda Cureton, Chief Information Officer, a survey from 250 members NASA G of our community as part of our year-end technology re- Malcolm Jackson, Chief Information Officer, port. Not only did we reach Environmental Protection Agency out to the GovLoop commu- nity, we also reached out to You’ll be able to listen to their interviews in fullkey decision makers in government, and have by visiting GovLoop.com. This section of the re-incorporated their insights. The following gov- port provides a snapshot of technology in gov-ernment thought leaders were interviewed for ernment in 2012 and shares the results fromthis report: our 2012 technology in government survey.Bernie Mazer, Chief Information Officer, De- What has been the most importantpartment of the Interior technology trend in 2012?Jim Ropelewski, Chief Procurement Officer, Our survey asked respondents to select theDepartment of Education
  • 8. THEGOVLOOPGUIDE8. 2012 2013What Are The Most 60% 50%Important 40% 30% 20%Technology Trends 10%of 2012 and 2013? Ag vel Bi Br vic g D ly t ile op in e De An De gY at i c s a a/ ou r m Ow en n t top technology trend, respon- become the normal operating continue to grow.” dents could select all that ap- procedure.” ply with the options of agile Other responses identified as development, big data/ana- Linda continues, “I think we leading trends were mobile lytics, bring your own device started to enter that in 2012. initiatives, such as BYOD and (BYOD), cloud computing, col- We are getting beyond the collaboration tools. Malcolm laboration tools, cyber securi- hype. And commercial prod- Jackson, CIO, EPA, backed up ty, and data center consolida- ucts are now giving offerings these findings, stating, “At the tion. At 56%, cloud computing that are very sensible and eco- EPA we are looking at ways to was the leading response (see nomical. So we’re not making make it easier for people to do graphic for full findings). In a decisions about cloud or not their work. In the past people recent interview, Linda Cure- cloud, we are looking at the were chained to their desks. ton, CIO, NASA, also stated the best service offerings for our They would leave their desks to importance of cloud technol- agency and our environment.” go to a meeting. Collaboration ogy in 2012, “The thing every- would happen in conference one was looking at in 2012 was NASA was not alone imple- rooms. Where I see the federal cloud computing. We are all re- menting cloud technology, government going today is to sponding to the OMB mandate Bernie Mazer, CIO, Department a mobile workforce. Mobile in of cloud first. That coupled of Interior, stated, “This year we that they can take their devic- with the maturity of cloud moved our email to the cloud. es with them. Walk down the products in the commercial And cloud will just continue hall and have conversations space made cloud pretty ex- to expand. We are also look- with people and have instan- citing. I look forward to when ing at adding applications to taneous meetings because the hype goes away and we the cloud. And with the Digital you could loop anyone via a stop looking at cloud as this Government Strategy the role virtual conference. Plus if they cool one off thing and make it of cloud as cost savings will have their devices they have
  • 9. 9. 2012TECHREVIEWCl mp Co ols Cy Da nso GI Lo rvi Mo vel Sh So Ta Ot S ou ut bl ca ce he be ci ta l i ll ar bi op Co To Co Se De al ab et tio s d ing le m rs r ed Ce da s or ec Me Ap ent nt tio n Se a ur Ba di pl er n rv tio a ity s ic ic ed n at es io their data with them.” partment of the Interior, “We n data. In her interview, Linda are also actively courting the Cureton mentioned, “In 2013 As Jacksons indicates, mo- use of consumer devices into we will see more software as bile is truly a transformational our world. We will have tablets a service headed to the cloud. trend for government. Along and smartphones within our Lots of interest in apps stores with the move to mobile, there department; those devices are in the cloud because it offers has been a boom in the kinds subject to security constraints that type of capability now. of data that has been created. and life cycle management. NASA is also looking at our Jim Ropelewski CPO, Depart- We are also looking at BYOD website and trying to take ad- ment of Education, expanded and how we can protect the vantage of the platform as a on how in 2012 there has been federal database and individu- service layer.” an increasing need for real in- al private space.” sights and improved decisions Linda was also aligned with from the data created, “Right What technology trends our survey respondents, cit- now there is a desire for a ing BYOD as a trend to watch great deal of data. Data analyt- are you watching for in 2013, “Mobile and BYOD will ics is really the big buzzword 2013? become how the government this year. We don’t suffer from does business. CIOs will stop a lack of data but what to do Survey respondents were looking at endpoint devices with it. We are still figuring out also asked which technology but look at data applicants and what’s the best way to crunch trends to watch in 2013. From capabilities to deliver more re- the numbers in order to make our survey, cloud computing liable internet technology,” she strategic decisions.” is anticipated to be one of the continued, “At this point a lot key trends in 2013, just like in of people do BYOD anyway so Bernie Mazer continued about 2012. Other results included in 2013 we want to do it in a the impact of mobile at the De- BYOD, collaboration and big better more managed way.” Fi-
  • 10. THEGOVLOOPGUIDE10. nally, Linda mentioned the im- park rangers who are in the government, which was men- portance of big data in 2013, field. We want them to have tioned in the “other” category stating, “We’ve been dealing the ability that they can take of the GovLoop survey, is the with big data for decades. their devices with correspond- workforce. Jim Ropelewski also But now with the capabilities ing capabilities with them and mentioned this challenge dur- of the cloud, big data has be- have content and data accessi- ing his interview, stating, “It’s come a big deal.” bly anywhere.” not a new or cutting edge chal- lenge. But our real area of con- Mobility was also a core find- What is your greatest cern is finding and maintain- ing, especially in terms of ing a highly skilled workforce. BYOD. Our government experts challenge implementing Right now because technology also believed that mobile will new technology? is getting so sophisticated we be critically important in 2013. need to start thinking of our Malcolm Jackson stated, “The Although technology exists to staff as strategic business of- continued evolution of mo- transform how government ficers.” bile. And growth of apps. We operates, there are a lot of chal- realized there is a tremendous lenges for government agen- Bernie Mazer also mentioned opportunity to build a public- cies to implement technol- some of the challenges related private partnership. We are ogy initiatives. Respondents to legal and security for BYOD looking for opportunities to le- stated the budget as a core initiatives, “We are concerned verage the private sector from challenge, followed by culture, about the legal and security a technology perspective.” Jim leadership, workforce and no ramifications of BYOD and mo- Ropelewski mentioned, “Agen- government precedent. bility. We are presently issuing cies will likely move to more a directive where we are look- mobile workforce in the next Our experts added in some ad- ing at these concerns. We are few years. We’ve already intro- ditional insights as well, Linda actively examining how we duced some iPads and other Cureton and Malcolm Jackson can put access apps on a per- tablets. The other big trend both mentioned the budget- son’s individual device. We are will be BYOD. But BYOD brings ary challenges. Linda states, also looking at native clients a whole host of security chal- “With budget cuts we have to and how we put those on an lenges. We will have to partner get over the IT strategies that individual’s device.” with CIOs even more than we are based on hope. We “hope: do now to make sure that add- we can get a big influx of In our survey, we wanted to ed complications don’t arise money to x,y and z. We’ll that’s stay true to what we do at from BYOD.” just not going to happen any- GovLoop, sharing knowledge, more. We have to change our ideas and resources to empow- Finally, Bernie Mazer adds ad- mindset. CIOs need to become er government employees to ditional insight to the role of brokers of services and have a do their job betters. In the sur- mobility in 2013, stating, “Mo- business savvy.” Jackson adds, vey, we asked what are some bile will define 2013. As part of “Budget cuts will always be a best practices that govern- the Digital Government Strat- challenge. We are always look- ment employees have learned egy government as a whole is ing at ways to carve out funds throughout the year. We found trying to reduce the number for innovation. Because in- three common trends from of workstations. And at the novation is what really drives the responses by government Department of Interior our technology.” employees, communicate the people work outside. We have value of projects, adopt agile biologists and geologist and An additional challenge for project management philoso-
  • 11. 11. 2012TECHREVIEWphy, and train appropriately. spondent stated, “Show (not technology in the workplace, tell) your organization the val- the way government operatesCommunicate Value of ue through a low risk demo/ continues to evolve and im-Project pilot and enlist an early adopt- pact the current workforce. In ers group to implement the our survey, three core findingsOne of the core themes in the pilot and advocate for the new appeared as to how to best re-survey was the need for lead- technology.” cruit top IT talent into govern-ers to communicate the value ment. The three core findingsof the technology initiative Another additional com- were, offer competitive pay, of-that is taking place within the ment was, “Do real agile de- fer flexible work schedules andagency. This is true from se- velopment and use real us- tell top applicants about thenior leaders to front line em- er-centered design. Don’t amazing opportunity workingployees, the need for proper modify well-used processes for government offers.communication channels is just because you are not usedclear. One respondent stated, to them.” Finally, a more con- Survey respondents stated“Support from management cise response about the need that in order to attract top tal-and key player buy-in; start- for agile was stated by a re- ent, there must be competi-ing small; referencing organi- spondent as, “Test. Pilot. Ana- tive pay for employees. Onezation change management lyze. Then implement.” respondent stated, “Attractiveresources to address cultural pay packages and opportuni-barriers.” Training ties to grow,” as one solution to attract talent. AlthoughYet, in the end, the initiative competitive pay is certainly Another core theme from theneeds to show results. One important, unfortunately, gov- survey, and one that has beensurvey respondent stated, ernment is not always in the echoed during GovLoop we-“Start small, rack up a few position to compete financial- binars, events, and throughwins.” Racking up a few wins ly. With that said, government surveys done this year, wasis key, having some quick wins does offer other benefits than the need for training on howto point to and share across a private sector counterparts. to best leverage new technol-team will ultimately help show Flexible work schedules could ogy. “Training is key, identifythe value of a project and get be used as one way to recruit, the strengths and weaknesssupport for the initiative. a respondent stated, “Alterna- of people or teams. Look for tive work schedules, telecom- experience and proper leader- muting opportunities,” anoth-Agile Methodology ship and mentorship. Identify er stating, “Be creative. Offer and engage the people work- telecommuting, flexible hours,This was a really interesting ing the project,” stated one training.”finding in the report. Many survey respondent.survey respondents identified A final trend from the surveythe importance of bringing Finally, the survey explored was to have people tell theiragile methodology into gov- an ongoing and critical chal- story. One respondent stated,ernment. We found this to be lenge for government, recruit- “Recruitment is a difficult chal-such an important trend; we ing and retaining top IT talent lenge in today’s climate -- butexpanded one of sections in into government. There is no we still offer some of the mostthis report to solely agile. The question that the workforce is exciting projects, and amazingkey for government agencies changing. Whether it is from growth opportunity.”is to iterate and adapt, one re- Baby Boomers retiring or new
  • 12. THEGOVLOOPGUIDE FP_Headline12. FP_Body Expert Insights: David Graziano of Cisco Talks BYOD • FP_Bullet This post is an excerpt from GovLoop’s recent report, Exploring Bring Your Own Device inFP_CallToAction the Public Sector. Recently, David Graziano, Director, Security and Unified Access, US Public Sector, Cisco, spoke with Pat Fiorenza of GovLoop on the state of BYOD in the public sector. David provided expert insights on how to best manage, control and implement a BYOD program for a public sector agency. Gra- ziano’s insights provide further evidence that although challenges still remain for BYOD, this is one of the most important trends occurring in government. You can find the complete interview by visiting the blog post, and the complete BYOD guide. David advised that agencies must start by embracing BYOD, and accept that BYOD is a trend that they must act upon, “Embracing BYOD is really important, because if they don’t, then the agency is actually moving away from technology rather than leveraging it to achieve their mission,” states Graziano. Embracing BYOD is essential. BYOD initiatives show a commitment to becoming an innovative workplace and allowing people to work on the platform they desire. “If you embrace BYOD and make it very easy for people to get on the network and enforce policies to protect data, that is the best thing,” David keenly acknowledges. Once BYOD is embraced by agencies, he advises that it is essential that the organization create a simple user experience. David states: “You need to create a simple user experience. This involves guest access and onboarding, this means potentially allowing people access who do not work for you and limiting information they can access. If it is an employee, it is simple onboarding, managing the user experience of getting on the network, establishing and confirming their identity and authenticate who they are and their device, just making this a very smooth process.” David highlighted four core challenges for BYOD, the loss of control, protecting government data, limited access, and changing work practices for new employees. The loss of control is absolutely one of the most critical concerns with BYOD. Graziano states, “Typically loss of control is related to policy, if you are going to let these things on your network, how do you possibly control where they are allowed to go, and what they are allowed to do?” These are important considerations to make while crafting a BYOD policy, and as David mentioned, the importance of a well-crafted policy is essential to the success of any government BYOD initiative. Closely linked to the challenge of a loss of control, is the need to protect government data. David states, “If you are going to allow people access to data and in theory they could pull it down, you run the risk of losing that government data.” Additionally, Graziano advises that policies will differ for government furnished devices and per- sonal devices. “If the devices are government furnished, you can establish one set of policies, and if it is literally BYOD, then you have to establish a different set of policies for that,” stated David. Beyond operational and efficiency gains, BYOD also may contribute to tackling the challenges to recruit and retain top talent in government. GovLoop’s report: Exploring Bring Your Own Device in the Public Sector is an important read for government agencies considering BYOD at their agency. The report will guide agencies through the common challenges and roadblocks faced by peers in government, helping agencies consider all the numerous aspects of BYOD.
  • 13. 13. 2012TECHREVIEWBUILT FOR NOW. BUILT FOR ©2012 Cisco Systems, Inc. All rights reserved.WHATS NEXT.What if a technology platform was built specifically for the purpose ofdriving innovation? It exists. Now. And it delivers a seamless experienceacross applications and devices while providing efficiencies of scale andcontrol. A technical architecture that offers fortress-like security. Yetallows organizations to be open to all kinds of technologies. This is theplatform built for secure trips to and from the cloud. Ready for massivestreams of video right now, and billions of devices to come.The Cisco® Intelligent Network.Learn more at cisco.com/go/usgov.
  • 14. THEGOVLOOPGUIDE14. Expansion of Mobility
  • 15. 15. 2012TECHREVIEW Expansion of Mobility The Perfect Storm for Government Agencies he progress surround- portunities for increased productivity. ing employee mobility in T 2012 has been astounding The launch of the Digital Government Strategy to watch unfold. With the earlier this year underscored the federal gov- launch of the Digital Gov- ernment’s unparalleled support for greater ef- ernment Strategy, increased ficiency and innovation through mobility. Their adoption of cloud technolo- goal of building a 21st century governmentgy, and growing implementation of bring your that works better for the American peopleown device policies government is in a great highlights the need for increased efficiency inposition to capitalize upon mobile technology. government, achievable through mobile tech-The ability to increasingly work from any digi- nology.tal device has given employees greater flexibil-ity for telework, more effective communication With this in mind, one of the greatest innova-from the field, and connectivity from almost tions seen throughout 2012 has been the in-anywhere they go, providing significant op- creased utility and functionality of tablets for
  • 16. THEGOVLOOPGUIDE16. government work. The porta- bility of tablets has enormous potential, especially when looking toward streamlining the collection and digitizing data. In particular, the use of tablets is having a dramatic impact for employees in the field. One great example comes from the State of Indiana. For the State of Indiana Police De- strably increase efficiency, no- to mobile apps. In the City of partment, the process of in- tably through cost savings and Minneapolis, for example, the specting 17,000 state school better employee recruitment, city government has opened buses was vastly simplified among other measures of suc- up a mobile application store, when the state partnered with cess. where work-related productiv- a local college computer class ity applications can be found. to create a customized tablet Throughout the year, Gov- They offer city employees a inspection application. The Loop Insights has highlighted range of apps, from file brows- Department plans to take it a a number of incredible apps ers and PDF readers, giving step further, integrating quick produced throughout govern- tablets the same functional- response (QR) codes into the ment, starting with GSA’s work ity as laptops and desktops. application functionality to launching the USA.gov Mobile For government employees in track bus information. With Apps Gallery. With government Minneapolis, this significantly these technology upgrades, apps relating to categories as increases work mobility. the Illinois Police Department diverse as education, finance, has come a long way from us- medical, travel, and reference Challenges ing checklists on paper forms materials, government has in- just a few years ago. creased the accessibility and While mobile technology has mobility of public information. presented fantastic opportu- This example highlights an ad- This coincides with the Digital nities for increasing efficiency, ditional technology mobility Government Strategy’s goal challenges still remain to fully trend this year, the develop- to unlock government data to capitalize on these advances. ment of productivity appli- spur innovation in and beyond Some agencies have been able cations within government. the public sector. to easily demonstrate the im- Agencies throughout govern- pact of mobile adoption on ment have capitalized on new Even on the local level, em- their mission, clearly estab- mobile technology to demon- ployees have increased access lishing value. For example, the
  • 17. 17. 2012TECHREVIEW Unlock the power of gov- ernment data to spur in- novation across our Nation and improve the quality of services for the American people With these three goals in mind, the strategy has created a framework and timeline for agencies to build a technologyGovernment Printing Office Government Strategy infrastructure to open theirhas been able to provide great- data, adopt common stan-er access to public information As previously mentioned, this dards, and produce device ag-through mobile applications. year the White House launched nostic content and data for theOther agencies, however, need its new Digital Government public. The framework will al-to ensure they have a clear Strategy: Building a 21st Cen- low government to get in frontunderstanding of the mission tury Platform to Better Serve of technology adoption andvalue, as well as the impact of the American People. The provide tools to help othersmobile adoption on their bot- strategy was put in place to ac- innovate.tom line. complish three major goals: Having a clear frameworkAnother obstacle for integrat- Enable the American peo- across government will dra-ing mobile technology into ple and an increasingly matically increase efficiency,agencies is addressing infor- mobile workforce to access especially for initiatives thatmation security. With many high-quality digital gov- span agencies. Previously, in-additional devices accessing ernment information and formation silos in governmententerprise data, security is a services anywhere, any- created distinct barriers forreal concern. Going forward, time, on any device collaboration, but this new ap-agencies will need to con- proach will allow both publictinue tracking device access, Ensure that as the govern- and private organizations toaddressing the variety of ap- ment adjusts to this new access information and spurplications available on those digital world, we seize the innovation.devices, and other measures opportunity to procureto ensure the security of enter- and manage devices, ap-prise information. Case Study - U.S. Census plications, and data in smart, secure and afford- BureauCase Studies – The Digital able ways
  • 18. THEGOVLOOPGUIDE 18. WMalcolm Jackson e a r e i n t h e m i d d le o f a m o b i le e xplosi on. EPA CIO From the perspective of the size (they continue to get smaller), to the per- from a recent inter-view with GovLoop on spective of capabilities and price point. It’s the perfect storm for technolo- the DorobekINSIDER. gists. Platforms should be agnostic; that gets to the whole BYOD mantra. CIOs should be focusing on safe and secure delivery of information in a manner that doesn’t nec- essarily factor in the various operating systems. The big ask becomes. How do we provide a secure tunnel into our systems through the endpoints of mobile devices that our users have available to them and deliver the capabilities they need in a fash- ion that they can use to meet their mission goals. This year, the Census Bureau the economy,” said Buckner. It Looking to 2013 released an app to enable is part of the Census Bureau’s citizens to access real time, approach to increase mobil- As the Digital Government accurate economic data to ity of data and accessibility of Strategy is further implement- help people more efficient- information. The Bureau wants ed throughout government ly do their jobs, and under- to connect with the public in in 2013, it will be exciting to stand their complex data with a way that they actually con- see whether the promise of greater ease. The app is called sume data. “We need to pro- greater efficiency materializes. America’s Economy, and it pro- vide data anywhere, anytime There is a tremendous amount vides updated statistics from on any device,” said Buckner. of opportunity, but agencies the Census Bureau, the Bureau will need to address the chal- of Economic Analysis and the The app is the latest step the lenges outlined in order to Bureau of Labor Statistics. It census has taken to use the In- fully capitalize on mobile tech- includes 16 monthly economic ternet more in both collecting nology. If government is able indicators, such as house sales, and disseminating statistics. to get ahead of the tech curve personal income, international The data is only as valuable as by fully implementing the out- trade, Gross Domestic Product, it is accessible, and this new lined strategy, they will be in a and the unemployment rate. format allows others to ac- great position to take advan- cess that information more ef- tage of new tech trends and Stephen Buckner, Director of ficiently than ever before. Last move to the forefront of tech- New Media and Promotions month, the White House cited nology innovation. at the Census Bureau, told the Census Bureau as an exam- Chris Dorobek that in the first ple of a federal agency that is month of its release the app “making great strides towards was downloaded more than putting a solid foundation for 45,000 times. “The app allows a 21st Century digital govern- you to be the first to know ment in place.” what’s really happening in
  • 19. 19. 2012TECHREVIEWGovLoop Mobility Resources APPSBYOD Want Real-Time Economic Data? Census New GovLoop Report: Exploring Bring Your Launches An App for That Own Device in the Public Sector Text My Bus: Using Open Data to Improve White House Releases Bring Your Own Citizen’s Lives Device Tool-Kit United We Ride: Making Transportation BYOD @ EEOC: case study featured in official Easier With Intra-Collaboration WH guidance Wildfire Danger - There’s An App For That BYOD Pilot: Five Lessons Learned Can Tech Really Help You Engage? Insights 3 Tips for Your Bring Your Own Device From The Knight Foundation Strategy Meet Textizen -- A new way to get citizen feedback in the digital age Ten Steps to Creating Insanely Great MobileMOBILITY Apps Digital Government Strategy The NASA Mobile App University Yammering On About Mobility, But No Real Solutions... Think Again
  • 20. THEGOVLOOPGUIDE20. 5 Great Mobile Apps from consumers will own a smart- several years now, we’ve even phone by 2016—that’s rough- held developer competitions Microsoft ly one seventh of the world’s to help catalyze mobile app population! For government, development in government. An article over on the Micro- this represents a massive con- If you haven’t already, be sure soft Government Blog reports stituency of citizens who are to check out what our devel- about apps built exclusively increasingly accustomed to— oper community has dreamed for Microsoft Phone 7. The blog and now expect—having ac- up for both federal and state was written by Parul Bhandari, cess to mobile services served and local government from re- Government Industry Solu- up via their smartphones.” cent competitions. Below are tions Lead, Worldwide Public some of my personal favorite Sector. I thought it was an in- This statistic shows the im- government apps that have teresting look at some of the portance of government to been developed for Windows apps built for Microsoft mo- continue to move towards de- Phone 7.” bile devices, and also a look at veloping mobile applications, how much smartphones have mobile friendly websites and Parul closes out his post by impacted our professional and continue to work towards pro- sharing some apps developed private lives. viding services on mobile de- for Microsoft Phone 7. The five vices. Parul talks briefly about apps he identifies is Advanced Parul states, “According to For- the role Microsoft has played in Mobile 311, United Nations rester Research, one billion the developer community, “For News, Eye on Earth, Love Clean Streets, and World of Politics. All of the apps are really cool examples of citizen engage- ment in the mobile space. Advanced Mobile 311 United Nations News Eye on Earth (Click to download PDF) Love Clean Streets World of Politics
  • 21. 21. 2012TECHREVIEWReal for Lean GovernmentSimplify, reduce costs while providing new agency capabilities3 Ways Microsoft Can Help1. Use What You Already Own 2. Lighten Your Technology Load 3. Work Without Walls in the Cloud• If you’re government organi- • Telework solutions can help re- zation has a Microsoft enter- • With little to no infrastructure duce travel costs and close gaps prise license agreement, you investment, you can quickly add in a dispersed workforce. may already own some of the powerful software and comput- • Keep teams and resources bet- most powerful solutions on ing resources. ter connected wherever people the market. • Save on hardware, maintenance, are located.• Microsoft Financing can help IT management, and facilities • Virtual workspaces reduce you tailor a payment plan to cost, in addition to software infrastructure costs and give meet your agency needs, real- licensing fees. staff options during disruptions izing the technology benefits • Offer services faster and stay in service due to weather or as you pay. on the latest technology using emergencies.• Software Assurance can help Microsoft cloud services. improve worker productivity, streamline development and help reduce costs with fast, efficient access to the most current technology. Learn more www.microsoft.com/govcostsavings
  • 22. THEGOVLOOPGUIDE22. 010001000110000101110 100011000010010000001 101001011100110010000 001010000011011110111 011101100101011100101 Turning Data into Power
  • 23. 23. 2012TECHREVIEWTurning Data into Power Unlocking Big Data for Agencies ig data has been a hot and processed; and variety, or the multitude of topic this year, with many sources from which the organization or agency B individuals and organiza- tions discussing what it is and how best to use it in their particular industry or agency. Though there’s no receives data, which can include anything from sensor readings to posts on social media sites to cell phone GPS signals and much more. Challengesofficial definition of big data, there are a fewkey points that many experts agree constitute Although big data has many benefits for gov-big data, otherwise known as the “Three V’s”: ernment agencies, challenges exist to fully un-volume, which refers to the large amount of lock big data and turn information into power.data that an organization or agency amasses; One of the main challenges with big data isvelocity, the rate at which data is being gen- having the technology and staff available toerated and how quickly it must be received capture, store, distribute, manage, and analyze
  • 24. THEGOVLOOPGUIDE24. all of the information. This of- ten requires agencies to invest straightforward. According both time and money, some- to Zach Friend, crime analyst thing many agencies lack in with SCPD, “We’re inputting today’s difficult fiscal environ- data into this algorithm and ment. Keeping up with the producing hotspot maps that constant stream of data can tell our officers where to pa- also prove to be rather diffi- trol, hopefully to help prevent cult. crimes before they occur.” Hot spots, Friend noted, are 500 Though big data is volumi- foot by 500-foot areas in which nous, fast moving, complex, the probability of crime occur- and often requires investing ring is higher than in any other time and resources, govern- locations. The police depart- ment has made effective use ment originally created ten of it. In the next section, we hot spots a day, but eventually detail two case studies dem- bumped that number up to onstrating ways in which gov- 15 in order to increase buy in ernment has successfully used from officers. big data. Though predictive policing Predictive Policing: Santa does not replace officer in- tuition, Friend believes that Cruz Police Department it does normalize informa- timeframe in 2011, before the tion across two important el- advanced analytics and pre- In the summer of 2011, the ements of law enforcement diction technology was being Santa Cruz Police Department - experience level and talent used. (SCPD) began a six-month pi- level. Friend calls the process lot project, using large datas- a “great equalizer for law en- In July 2012, The Santa Cruz ets and a complex algorithm forcement agencies to ensure Police Department shifted its - based on the same model that everybody’s patrolling the predictive policing program used to predict earthquake areas that they should be pa- from pilot phase to fully opera- aftershocks - to try to predict trolling at the times that they tional. The system is now fully and prevent crime. This ap- can.” automated, and is used to pre- proach, called predictive po- dict gang activity and street licing, is being adopted across SCPD’s use of the system has crimes for specialty units with- the country, as police depart- had positive effects. Without in the department, in addition ments realize the value of big adding more officers to the to property theft. data in their efforts to catch streets or changing beats and criminals and ensure public shift times, SCPD realized a NASA’s Human Spaceflight safety. 19% reduction in property theft when comparing crime Imagery Collection The process used by police of- statistics from the first six ficials in Santa Cruz is pretty The Information Resources months of 2012 to the same
  • 25. 25. 2012TECHREVIEWDirectorate (IRD) at NASA’s photo processing system in has three broad goals:Johnson Space Center (JSC) the federal government, asis responsible for managing well as an imagery organiza- 1) Advance state-of-the-artthe human spaceflight imag- tional structure, after which core technologies needed toery collection, one of the larg- both FEMA and FAA’s programs collect, store, preserve, man-est archives of its kind in the are modeled. JSC has success- age, analyze, and share hugeworld. Images are used by in- fully collected and catalogued quantities of data.dustry and the general public data for quite some time whileto educate and entertain. The meeting both federal and 2) Harness these technolo-collection currently contains agency requirements for re- gies to accelerate the pace of“over 4 million still images, 9.5 cords retention and archiving. discovery in science and en-million feet of 16mm motion gineering, strengthen our na-picture film, over 85,000 video Looking Ahead to 2013 tional security, and transformtapes and files representing teaching and learning.81,616 hours of video in ana- In March 2012, the Obama ad-log and digital formats,” and is ministration unveiled the “Big 3) Expand the workforce need-growing exponentially. Data Research and Develop- ed to develop and use big data ment Initiative,” which provid- technologies.JSC’s efforts to collect and ed $200 million in funds for Rmanage imagery data led to & D investments. The initiative Given these investments asthe creation of the first green well as the ever expanding
  • 26. THEGOVLOOPGUIDE26. pool of big data success sto- any type of interaction on the gain support across the orga- ries, we can expect that agen- website. Armed with this kind nization. cies will begin and/or contin- of knowledge and a long his- ue to examine how Big Data tory of user behavior, organi- Have a Clear Scope might be useful in their work zations can have a full view of and start making investments the customer. This information Izzy advises to start with a in the technology and staff can then be used to improve clear scope of the project, necessary to take full advan- services for the end user, driv- “Don’t start with an open-end- tage of Big Data’s potential. ing improved productivity and ed project. Try and solve one efficiency for the agency. problem and answer one ques- 3 Keys to Big Data: Quick tion. You can expect some kind GovLoop and Oracle recently of iterative approach as you go Wins, Clear Scope, Com- collaborated to produce the forward. Big data is a data dis- municate Big Data Industry Perspective, covery exercise and it almost which you can view online be- becomes like a habit.” Having a For centuries, government low or download as a PDF. The clear scope and knowing what organizations have been col- brief talks with Big Data ex- problem is trying to be solved lecting data from a variety of perts Peter Doolan, Group Vice is critical for big data. With so sources, and using the collect- President, Chief Technologist, much data and information ed data to inform their deci- Oracle Public Sector and Izzy that agencies collect, having a sion-making. With the boom in Sobkowski, CIO, New York City clear scope and project goals non-traditional forms of data Department of Health and Hu- is essential to success. such as social media, video, man Services. Peter and Izzy digital photographs and email, share their experiences using Communicate government agencies are now Big Data and identify common challenged how to best collect, challenges and provide some Izzy identified numerous best manage, and drive decisions best practices for government practices related to clear com- from data. Today, government agencies. munications. Izzy suggests leaders are increasingly ex- to set reasonable goals, meet ploring innovative ways to use Quick Wins deadlines, control cost and big data to glean insights to value of the project, deliver improve efficiency within their Izzy mentioned the impor- on budget, and to build the agency. tance of having quick wins project with confidence. Izzy while running your big data states, “Setting reasonable Further, as more kinds of data program. Izzy states, “Like ev- goals, not over promising in on the web become transac- erything in the government, terms both of time and cost tional, government agencies just really showing the value and value, but getting consen- are pressed to develop a mul- of what you’re doing. This is sus that these are items which tidimensional view of their the quick win. Show the im- are valuable and then deliver- customers and citizens. For in- pact that it’s having on the ing them on time and on bud- stance, a government agency agency.” By pointing to quick get, built a lot of confidence that provides permits online wins and being able to quickly and have allowed this program can track dozens of statistics identify ways the big data ini- to thrive. about visitors. The agency tiative is enabling the agency can see how customers ar- to become more productive rive, page views, collect com- and efficient, the team will be ments, exit paths and nearly energized and will be able to
  • 27. 27.2012TECHREVIEW
  • 28. THEGOVLOOPGUIDE28. Cloud Technology
  • 29. 29. 2012TECHREVIEW Cloud Technology Finding New Efficiencies, Cost Savings and Improved Services echnology can certainly facilitating open data initiatives, or mobility, help facilitate innovation, the cloud has certainly made an enormous im- T and cloud technology has pact for government employees, and continues become essential to facili- to transform how government operates. Ajay tate innovation and to build Budhraja, CTO at a US Government Agency, de- a 21st century government. scribed on GovLoop the impact cloud comput- With the “cloud first” men- ing is having in government:tality being endorsed by the highest levels ofgovernment, agencies have looked to embrace “Cloud has dramatically changed how we thinkinnovative technologies such as cloud technol- about and utilize services. Cloud facilitates rap-ogy to optimize internal processes, which in id deployments due to quick availability of scal-turn will re-define how services are delivered able services. It provides the high service veloc-by government. ity to manage changes incrementally and less time for provisioning storage and applications.Cloud technology has certainly made waves Cloud can enhance productivity by providingthis year in the government IT space. Whether the infrastructure or application platforms andit is for improved collaboration, cost savings, related tools to respond to customer needs
  • 30. THEGOVLOOPGUIDE30. faster, giving organizations an grate to the cloud. The cloud Case Studies: FedRAMP edge over others that have not also relates to governments assessed such mechanisms. In ability to recruit and retain tal- With the implementation of addition, the on-demand ca- ent, as the entering workforce the Federal Risk and Authori- pabilities can lead to efficient expects cloud technology to zation Management Program utilization of resources. I have be the norm for improved col- (FedRAMP), cloud adoption seen applications that tradi- laboration and efficiency. Fur- will hopefully continue to be tionally would take months ther, training employees on embraced by government, to deploy, being rolled out in how to use cloud technology and work to remove some of several weeks due to the cloud to best improve internal ef- the common challenges faced and new environments being ficiency and performance is by government employees set up very quickly, the key is critical for the success of gov- while adopting cloud technol- to carefully assess existing ca- ernment cloud initiatives. ogy. FedRAMP is a government pabilities and focus on service wide program that helps gov- and process integration.” Although these challenges ex- ernment agencies implement ist, there are dozens of great cloud based technology. At Challenges cases studies for government the core of FedRAMP is pro- agencies to learn from. Addi- viding government officials Three core challenges for the tionally, the implementation of with a standardized approach cloud continue to be informa- FedRAMP in 2012 has helped to security, authorization and tion management, data pri- guide agencies in their cloud monitoring of cloud-based vacy, and interoperability as adoption, and help them work services. more business functions mi- through common challenges.
  • 31. 31. 2012TECHREVIEW W Linda Cureton ith cl oud w e ar e ab le to take ad van t age o f NASA CIO from a recent inter- flexible, scalable, elasticity of the cloud is nothing to sneeze about. Asview with GovLoop on commercial providers make that secure and affordable and easy to pro- the DorobekINSIDER. vision that puts it within very accessible reach for agencies. Security concerns in the cloud are more emotional than real at this point. With the implementation of Fe- rity authorizations using dRAMP, government wide ac- a baseline set of agreed Improves real-time secu- quisition of cloud technology upon standards to be used rity visibility. is expected to increase. With for Cloud product approval FedRAMP, cloud service pro- in or outside of FedRAMP. Provides a uniform ap- viders will have to use a third proach to risk-based man- party to verify the company Ensure consistent applica- agement. meets basic security require- tion of existing security ments. FedRAMP is an exten- practices. Enhances transparency sion of the Obama Adminis- between government and tration’s “Cloud First” strategy, Increase confidence in se- cloud service providers detailed by the memorandum curity assessments. (CSPs). released on December 8th, 2011. Increase automation and Improves the trustworthi- near real-time data for con- ness, reliability, consisten- FedRAMP.gov states the fol- tinuous monitoring. cy, and quality of the Fed- lowing program goals: eral security authorization FedRAMP.gov states the fol- process. Accelerate the adoption lowing program benefits: of secure cloud solutions FedRAMP is important as it through reuse of assess- Increases re-use of exist- aids government agencies in ments and authorizations. ing security assessments cloud adoption. With a uni- across agencies. formed security measures and Increase confidence in se- protocols, more agencies will curity of cloud solutions. Saves significant cost, time adopt cloud computing, and and resources – “do once, retain security. Achieve consistent secu- use many times.”
  • 32. THEGOVLOOPGUIDE32. Case Studies: NASA’s Jet Propulsion Laboratory prove world-wide response to those services, as a CIO, that (JPL) natural disasters,” stated Linda. enables us to shift our focus on other types of more mis- One great example of cloud Looking to 2013 sion critical areas.” technology comes from NASA. According to Linda Cureton, As new technology enters the In 2013, cloud computing will NASA CIO, NASA has used the government IT space, it is es- continue to shape the gov- cloud to help connect with sential for agency leads to ac- ernment IT landscape. Cloud citizens through the “Be a knowledge how technology computing, in tandem with Martian” initiative. This initia- changes the function of the other technologies like mobile tive is being run by NASA’s Jet CIO’s role, and what the true devices, is a game-changer Propulsion Laboratory (JPL), business value is for the agen- for government. The promise the laboratory loaded 250,000 cy. Cloud has a great business of cutting cost and working pictures of Mars into a cloud case as it allows CIOs to move through fiscal austerity is ap- platform, and shared the im- from focusing on commodity pealing to all in government. ages with the public. “This “Be IT to focus on delivering deep- The cloud is part of the solu- a Martian” initiative has been er mission value. tion, leveraging cloud tech- very popular, serving over nology can help agencies cut 2.5 million data queries from Malcolm Jackson, CIO of the cost, increase productivity and crowd-sourcing applications EPA, recently spoke with Chris assist in cross-agency collabo- and proving that the cloud can Dorobek on GovLoop’s Daily ration. We are living in a fas- be a terrific way to reach and Podcast regarding cloud tech- cinating time for government engage the public and support nology in government. Mal- innovation. The ability to con- STEM activities in our schools,” colm stated, “[Cloud] does nect individuals, resources and Linda acknowledged. change our job…We don’t information is unlike any other have to worry about commod- time in history. In many ways, By starting with a small pilot, ity IT services, that part of it we cloud technology is at the NASA has been able to take can allow a vendor to provide heart of this transformation. this quick win and expand the scope to dozens of fascinat- ing cloud projects that deeply serve the mission. For exam- ple, NASA has entered into “ [ C lo u d ] do e s c ha n g e o u r jo b… a strategic partnership with USAID to deploy a geospa- tial information technology We don’t have to worry about commodity IT services, “ infrastructure called SERVIR. that part of it we can allow a vendor to provide those “SERVIR integrates satellite services, as a CIO, that enables us to shift our focus on and ground-based data with other types of more mission critical areas. forecast models to monitor en- vironmental changes and im- - Malcolm Jackson EPA CIO
  • 33. 33. 2012TECHREVIEW From GovLoop.comCloud Computing Offers Cost Savings for Public & Private SectorAndrew McAfee, a principal re- their larger counterparts, al- to the cloud to cut costs andsearch scientist at the Center lowing them choose the type become more efficient. Al-for Digital Business at the MIT of IT that fits best; thus, SMBs though the cloud offers doz-Sloan School of Management, are typically the bellwethers ens of great opportunities torecently shared some of his re- for the future of enterprise advance the mission of thesearch on the Google Policy by computing.” Andrew states, “To agency, there are a lot of ques-the Numbers blog. His findings determine how the costs of the tions about how to make theshowed how the private sector cloud compare to on-premise transition to the cloud. Belowis expecting significant cost IT, the model allows users to is a great government casesavings by moving on-premise select a number of cloud com- study about cloud adoption.IT to the cloud. Andrew’s blog puting services that cover the The case study highlights thepost had a lot of interesting most common needs of SMBs, Idaho National Lab, and someinsights that can be applied including email, office pro- of the success they have hadto government. The study fo- ductivity software, account- with cloud adoption.cused on small and medium- ing and finance software, CRMsized business (SMBs), which software, and file and print Idaho National Lab hasAndrew states account for functionality.”99.6% of businesses in the U.S. Gone Google(Government was not included It is always interesting to take Posted by Denise Stephens, CIO, Idahoin his study). a look at the private sector National Laboratory and what lessons learned canAndrew states, “SMBs lack the be found. The private sector is Editors note: Today’s guest blog-constraints and legacy costs of not alone in the push to move ger is Denise Stephens, CIO and
  • 34. THEGOVLOOPGUIDE34. Information Management direc- ployees to Google Apps for ers work at our complex in the tor of the Idaho National Labo- Government from Lotus Notes. desert, some 30 miles away. ratory (INL). INL joins a growing INL has not taken this transi- In the past, this geographic number of government agen- tion lightly. We have spent the separation made it harder for cies that have made the switch better part of a year develop- employees to share informa- to Google Apps for Government. ing requirements, engaging tion. Google Apps is improving in internal pilots to mitigate communications by allowing Located in southeastern Idaho risk and overcoming emerg- employees to work together in on nearly 900 square miles ing challenges as a cross-or- real-time with voice and video of desert, the Idaho National ganizational team to smooth chat, calendar sharing and si- Laboratory is the lead lab for our move to the cloud. Google multaneous document edit- nuclear research for the U.S. Apps is the right investment to ing. Department of Energy (DoE). move the laboratory forward Employees at INL work on di- while meeting the lab’s impor- In this case, INL simply couldn’t verse projects that include tant requirements. afford not to go to the cloud. making batteries used on Unit- This move is less expensive, ed States space missions, de- Due to our remote location, and allows the lab to take a veloping new technologies for having a reliable, redundant flexible, nimble and cost effec- nuclear reactors, protecting email system is paramount. tive approach to lab communi- critical infrastructure and op- Google Apps’ track record of cations. Instead of managing erating the world’s 64th fastest 99.9% uptime gives INL em- infrastructure, INL has chosen supercomputer. ployees’ confidence that their to invest in capabilities that email will be there when they support the lab’s critical mis- System integrator Unisys re- need it. Some INL employees sion areas. cently completed the migra- work in facilities in the city of tion of nearly 5,000 INL em- Idaho Falls, while many oth-
  • 35. 35. 2012TECHREVIEW Bring Google innovation to your agency! Google products help government agencies or- ganize information and make it accessible and useful to citizens or to authorized employees. Our solutions for search, geospatial data, and messaging and collaboration are easy to use, quick to deploy, fast and scalable. Government agencies across the US and around the world use Google’s enterprise solutions — Google Apps for Government, Google Earth & Maps, or the Google Search Appliance. Google helps take the hassle out of managing IT solu-Learn more at www.google.com/federal tions, letting you focus resources on your coreContact us at: federal@google.com202-346-1100 mission.
  • 36. THEGOVLOOPGUIDE36. Agile Project Management
  • 37. 37. 2012TECHREVIEWAgile Project Management Changing Traditional Project Management: Bringing Agile Methodology to Government ederal agencies depend on rebaselined projects, 51% must be rebaselined IT to support their missions a second time. Agencies simply cannot afford F and spent over $76 billion these project failures during a time of shrink- on IT in fiscal year 2011. Al- ing resources and increased technology expec- though agencies have in- tations. vested billions into govern- ment IT initiatives, almost The days of the 10-year government IT plan 50% of IT projects fail. Far too often lengthy and project are over. With the rapid pace of IT projects incur cost overruns and schedule technology and changing requirements, the delays and contribute little to mission-related technology is outdated by the time it is im- outcomes. A recent Government Account- plemented. Leaders such as White House CIO ability Office (GAO) study reports that roughly Steve VanRoekel and White House CTO Todd forty-eight percent of all IT projects fall behind Park have pushed government to embrace schedule and must be rebaselined, and of those modular development, prototyping, and lean
  • 38. THEGOVLOOPGUIDE38. startup methods. To reduce the risk of such problems, the The Office of Management and Budget (OMB) recommends modular software delivery consistent with an approach 1. Individuals and Int Over Processes and known as agile, which calls for producing software in small, Agile short increments. Agile development is based on the practice of shorter soft- ware development and deliv- ery. Agile breaks projects into short duration springs to de- Manifesto liver functioning components and evaluate this functional- ity firsthand. Agile empha- sizes this early and continu- ous software delivery, as well as using collaborative teams that can quickly respond to valid changing requirements, and measuring progress with complete a full functionality. day and has four core values: working software built incre- (1) individuals and interactions mentally. In contrast, with the 2. Timing and scope of plan- over processes and tools, (2) traditional waterfall approach, ning – Agile plans at a very working software over com- IT gathers the requirements high level of planning with prehensive documentation, (3) up front, gets approval from most of planning done at each customer collaboration over business unit, and goes off to iteration, while waterfall plans contract negotiation, and (4) build and test the system. Six the whole project in detail at responding to change over fol- months or a year later they beginning. lowing a plan. come back with a solution, but often during that time the re- 3. Project status evaluation – In Agile development is more quirements have changed. agile, project status evaluation of a philosophy than a rigid is about working functionality methodology. However, there There are three main differ- while waterfall is about com- are some key features of suc- ences between agile and tradi- pleting milestones against a cessful agile projects. The tional development: plan. GAO recently completed a re- port “Effective Practices and 1. Timing and scope of soft- Federal Challenges in Apply- ware delivery – Agile works in Agile Best Practices ing Agile Methods” and part of sprints of eight weeks or less their findings identified 10 key The agile approach was first ar- which provides some piece practices of an effective agile ticulated in a 2001 document of functionality while water- initiative in government agen- called the Agile Manifesto. The fall produces in no consistent, cies: manifesto is still relevant to- fixed duration and doesn’t
  • 39. 39. 2012TECHREVIEW eractionsd Tools 2. Working Software Over Comprehensive Documentation Responding to Change Over Following a Plan 4. Customer Collaboration Over Contract Negotiation 3. lated to security and progress systemic flaws in traditional 1. Start with agile guidance monitoring in your queue of methods. The UK Cabinet Of- and an agile adoption strategy. unfinished work. fice committed to using agile delivery in half of all major 2. Enhance migration to ag- 8. Gain trust by showing value ICT-enabled change programs ile concepts using agile terms at the end of each iteration. by April 2013. and examples. 9. Use tools and metrics to Case Study: Immigration 3. Continuously improve agile track progress. adoption at project and orga- and Customs Enforcement nization levels. 10. Track progress daily and (ICE) openly. 4. Look to identify and address At the Immigration and Cus- impediments at the organiza- Agile development is not toms Enforcement (ICE) agen- tion and project levels. only a quickly growing trend cy, IT Program Manager Brent in the United States, it is also Bushey turned to agile devel- 5. Get stakeholder/customer growing in popularity in UK opment for the aCRIME sys- feedback often. government. In March 2011, tems. The mission of aCRIME the Institute for Government is to provide quick responses 6. Empower small, cross-func- advocated the use of agile to state and local law enforce- tional teams. methods for government ICT ment officers who have a sub- projects because existing ‘best ject in custody for a criminal 7. Include requirements re- practices’ cannot deal with offense and have a question of
  • 40. THEGOVLOOPGUIDE40. Within a year, aCRIME began delivering vast more function- ality and started to change the culture of development. One key value of agile is improving on failure. “You can’t be afraid to fail. The key is to fail fast and fail small. The smaller the risk and iteration the easier it is to course correct mid-project,” said Bushey. Further, there are other great case studies on government using agile. The FBI Sentinel project had taken over ten years, cost over $1 billion and ten years and still was not suc- cessful. They were close to killing the project when they moved to agile, dropped the number of project staff from their immigration status. they focused on making sure 125 to 55 and brought in pri- there was deployable code vate-sector consultants to ICE IT had been using the tra- that works in production, ap- implement agile using 2-week ditional waterfall method for proved by the customer and sprints. Less than a year later years and it no longer was drives mission value. after 21 successful sprints, this working. They gathered all likely failure has been declared the requirements up front and When asked for tips on imple- a success. deliver functionality 1-2 years menting agile in government, later and by then, the require- Bushey stated 5 key pieces ments had changed and no Challenges with Agile longer meet user needs. 1. Develop a strong and cohe- sive mission. Agile development does not ICE switched to an agile ap- lack challenges. Agile requires proach, breaking up the work 2. Identify the highest priority a shift in thinking that does into small manageable func- items and tackle those first. not always fit with other pro- tions and had end users in- cesses. For example, govern- volved in a daily process. 3. Work with the end users and ment contracts are not written They co-located with their the development team to ac- for agile – they often require end user, and even had daily complish the tasks. significant lead times, stable morning stand-up meetings requirements up front, and dif- to prioritize the top function- 4. Create a rigorous methodol- ficult to structure in pay as you ality needs and build towards ogy and terminology. go. improved solutions. ICE had a simple goal, for every sprint, 5. Set a defined time period. In addition to procurement
  • 41. 41. 2012TECHREVIEWpractices, GAO found three ployees and partners are all (here is the executive sum-other major challenges with connected to the organization mary and full version of the re-agile. 1) Customers did not in new ways. This shift puts port.) There’s a lot of excellenttrust iterative solutions as they pressure on an organization to data and insights that can helphad been trained in thinking digitize and adapt to changes organizations improve citizenin other approach 2) Standard in technology, but also devel- engagement and navigatecompliance reviews in govern- op opportunities to innovate changes in technology.ment are difficult to execute and lead. To outperform thewithin an iteration as the com- competition, the report identi- Technology is #1pliance processes aren’t built fies three imperatives to suc-for agile 3) Traditional artifact cess: The number one factor impact-and status reviews do not align ing organizations is changeswith agile. Government agen- Empowering employees in technology. According tocies have numerous document through values. the report, 71% of CEOs rankrequirement and standard it as the most critical externalgate review processes that do Engaging customers as factor, just ahead of peoplenot match agile standards. individuals. skills and market factors. Like a double-edged sword, CEOsLeading Through Connec- Amplifying innovation see immense promise with ad- with partnerships. vancing technology, but alsotions – Adopting Agile fear falling behind. Across the At the core of this report is spectrum, CEOs also notedRecently, IBM released its agile methodology, the devel- that technology was no longerGlobal CEO Study “Leading opment of user centric design just a means to improve effi-Through Connections,” which and incorporating stakehold- ciency, but an “enabler of col-compiles interviews from over ers throughout the process. laboration and relationships—1,700 CEOs in 64 countries Critically, the report identifies those essential connectionsacross 18 industries, including the need to develop partner- that fuel creativity and inno-the public sector. The report ships and internal processes vation.” The boom in sociallooks at how leading CEOs are that can quickly be adopted media allows organizations toresponding to an increasing- to meet the complex needs engage citizens and customersly open and interconnected of customers. Below are some individually, and changes howworld, where customers, em- of takeaways from the report employees share ideas and
  • 42. THEGOVLOOPGUIDE42. work together. ensure employees can learn compared trying to make from experience and keep up sense of all the available cus- Empower Employees to with the changing times. Ac- tomer data to drinking form a Open Up Your Organi- cording to the report, 75% of fire hose. For this reason, im- zation CEOs listed collaborative as proving analytical capabilities the most important personal and the ability to extra mean- To meet customer expecta- characteristic of an employee. ingful information from vari- tions and stay competitive, ous sources is a top priority for organizations are working to Engage Customers as most organizations. become more transparent and Individuals collaborative. In fact, many Another common theme was organizations are encourag- One common theme is that the increasing importance of ing a collaborative environ- CEOs across all organizations social media. Currently, social ment at all levels, including are investing heavily in their media is the most underused the C-suite. CEOs hope to see organization’s ability to draw of all customer interaction innovation and hard ROI by meaningful insights from cus- methods. However, CEOs pre- opening up their organization tomer data. According to the dict within the next five years, and empowering employees report, 73% of CEOs prioritize social media will become one to share ideas and “think out- customer insights above all of the top ways to interact and side the box.” But how do you other decision areas. A nota- engage customers, just be- empower employees? A large ble difference from previous hind face-to-face interactions. majority of CEOs believe in- years is that with technologi- Many CEOs noted that the real stilling the mission and values cal advances, organizations value of social media was not of the organization into every are better able to understand distributing information, but employee is the most effec- customers based on actual collecting information about tive way to draw the very best behavior and engage them customers to target services from them. Moreover, CEOs as individuals. According to on an individual level. are seeking employees that one CEO, the value of under- are naturally communicative, standing the customer as an Again, be sure to read the collaborative and most impor- individual is not simply “about full report, which dives much tantly, flexible. With technolo- differentiating ourselves—it’s deeper into the responses of gy advancing rapidly, CEOs are about how we can help our cli- CEOs. It is interesting to see unable to predict what techni- ents be different.” Despite, or how leading CEOs are navi- cal skills will be most valuable, perhaps because of advances gating changes in technology because they don’t exist yet. in technology, organizations without any specific direction. Therefore, they are emphasiz- still struggle to fully capitalize ing flexibility and creativity to on all the available data. Many
  • 43. 43. 2012TECHREVIEWSmarter governments inter- The world isn’t just getting smaller and flatter,act dynamically with citizens it is also becoming more instrumented, inter-and businesses in real time to connected and intelligent. As we move toward aspark growth, innovation andprosperity. They also collab- globally integrated economy, all types oforate across departments, governments are also getting smarter.communities and businessesto take full advantage of the available opportunities.IBM provides a broad range Recent reports and whitepapers:of citizen centered solutions Smarter Public Safety:to help governments at all Enabling And Enhancing Crime Fighting Capabilitieslevels become more respon- Learning to do more with less is the new normal insive to constituents, improve government. Read our latest report. (604KB)operational efficiencies, The power of analytics for public sector: Buildingtransform processes, man- analytics competency to accelerate outcomesage costs and collaboratewith internal and external Opening up government: How to unleash the powerpartners in a safe and secure of information for new economic growth environment. Smarter computing to support 21st century governance: Modernizing IT Infrastructures to meet critical imperativesGovernments can leverage (1.2MB)the unparalleled resources ofIBM through IBM Research, Available contractsthe Center for the Business of • US State and Local contractsGovernment, the Institute for • US Federal contractsElectronic Government anda far-reaching ecosystem of • Canadian contractsstrategic relationships. Tolearn more, visit ibm.com/ Analytics SMEs and Analytics to Outcomes group members: government Frank Stein- fstein@us.ibm.com Nathan Greenhut- nrgreenh@us.ibm.com
  • 44. THEGOVLOOPGUIDE44. Social Media 2012
  • 45. 45. 2012TECHREVIEW Social Media 2012 The Year of Social Government ocial media continues to communicate with citizens, improve their pub- be one of the most impor- lic image, and get feedback from the commu- S tant trends in government. Whether it is looking at how to calculate the return on investment of social media, nity. GovLoop partnered with OhMyGov to create the “Government Social Media Leaderboard.” proper metrics, or under- It compares government agencies in terms oflying business value of social media, the con- their social media presence and rate of growthversations around social media are critical to in social media. The data shows that through-success of agencies. One way social media has out the year, agencies are posting more infor-transformed government is through improved mation across social channels and witnessingcitizen engagement. Government agencies are increased participation. These statistics pointincreasingly leveraging social media to directly to the increasing relevance of social media as a
  • 46. THEGOVLOOPGUIDE46. platform for interactions with utilize social media to reach or of a large city to host a live the public.   citizens and provide informa- online forum to answer his citi- tion. Although wider adop- zens’ questions and hear their In the end, social media is tion has been seen through- concerns. It became the first about connecting and col- out 2012, challenges remain of now three Facebook Town laborating, developing a two- on how to best identify value, Halls hosted by the Mayor. way conversation with citizens measure effectiveness, and and learning from citizen ex- how to best support social me- The first town hall touched on periences to create change as dia campaigns. Social media issues of the budget and gener- to how government operates. offers the chance for govern- al concerns about the city. His Social media allows agencies ment to increase transparency, next Facebook Town Hall had a to connect with citizens, share boost public opinion, and fa- more specific focus on educa- common challenges, and al- cilitate conversations with the tion. The Mayor asked citizens lows agencies to tackle com- public digitally. to submit questions online at plex problems with the help of www.AskChicago.org before citizens. Case Study: Public En- the meeting so he could pre- pare to address them. His lat- gagement Lessons est town hall, which was held Challenges Learned from Chicago on May 1, 2012, was to discuss Given the extent to which so- Mayor Rahm Emanual and Emmanuel’s first year in office. cial media outlets have perme- President Obama The meeting was an effort to ated popular culture, govern- gain insight from the people ments at all levels would be On June 30, 2011, Mayor Em- he serves on how to keep the doing itself a disservice to not manuel became the first may- city moving forward.
  • 47. 47. 2012TECHREVIEW the launch of an Office of Pub- ask inappropriate or damag- lic Engagement. It is modeled ing questions that could have after the White House depart- a negative impact on the Pres- ment that has the same name. ident’s image. GovLoop mem- The mission of the organiza- ber Andreas D. Addison spoke tion is to provide a point of to this in his blog post: contact for citizens and com- munity groups to interact with “Regardless of your political local government agencies. In affiliation, the candid nature his press release, Emmanuel of which the President had explained: “One of our goals live conversations with normal is to ensure we are doing ev- Americans shows a true un- erything possible to reach out derstanding of the democratic to each and every community, process. Mr. President took a engage them in working to risk. Going live to stream to improve our city, and to make the world a conversation post- government services and as- State of the Union, was to me sistance available.” As the for- a sign of a leader understand- mer chief of staff to President ing his position and role to Obama, Emmanuel is embrac- the country. Having open dis-In addition to these live- ing the shift towards open cussion about key concernsstreaming Facebook events, government and transparency and situations that face manythe Chicago Mayor’s Of- that is also seen in our federal Americans today created anfice Facebook page has live- government. opportunity have a glimpse atstreams announcements and the true human side of Presi-press conferences for citizens President Obama has made dent.”to listen in on and post com- “open government” a priority.ments on. A scroll through This January, the White House The President’s candid ap-the Chicago Mayor’s Office hosted the first Presidential proach to citizen involvementFacebook page shows that the Google+ Hangout. The Presi- was a testament to his com-Mayor’s Office takes engage- dent took in questions from the mitment to transparency. Yet,ment on Facebook seriously. White House’s YouTube chan- the fielding of questions withIt is rare to see an image up- nel and used Google Hangout promises is only useful so longloaded or a post made that to speak live with citizens. as he follows through. For ex-does not have at least a dozen ample, Jennifer told President“likes” and multiple comments. Hosting a Google Hangout Obama about her husband’sThe dialogue is often a thread was a bold strategy for the struggle to find employment.of interactions between the President. Even though there He is a semiconductor engi-Mayor’s Office and citizens. was a moderator who read neer with ten years of experi- the submitted questions be- ence, yet has been unable toA year after his first Facebook fore they were asked, the live find work in his field for threeTown Hall, Chicago Mayor nature of the Hangout left the years. The President respond-Rahm Emmanuel announced possibility open for people to ed with a promise to act:
  • 48. THEGOVLOOPGUIDE48. esting information. Below I’ve vide workspaces that foster in- “If you send me your husband’s shared one of the questions formation exchange, provide resume, I’d be interested in posed in the report: consistency across channels finding out exactly what’s hap- and devices, empower citizens pening right there. Because How does everyday interac- and employees, and connect the word we’re getting is that tion with government infor- with citizens on a personal someone in that kind of high mation and data sets create a level. tech field, that kind of engi- larger opportunity for govern- neer, should be able to find ment service value? Social media is about con- something right away.” necting people to information A. In addition to disseminat- and each other and provid- Looking to 2013 ing information through elec- ing multi-way communication tronic channels, government is for feedback and evaluation Given the growth of social me- leveraging everyday citizen in- — critical success elements dia use by government agen- teractions to inform citizens of of citizen service. By fulfilling cies this year, the expectation road closings, snow emergen- requirements for relevant in- for next year is for this trend to cy parking rules, and school formation and quality citizen continue. With the recent suc- closures; improve services; services through proactively cesses of Mayor Rahm’s Face- and increase citizen satisfac- listening and responding to book Town Halls and President tion. Social media by its na- citizens in the channel they Obama’s first Google+ Hang- ture is about communication choose, government not only out, other government orga- and rapid information sharing, emulates successful social nizations on the local, state and it enables communication media strategies but also sup- and federal level will likely through many channels. Social ports mission delivery. look to adopt similar virtual media technologies such as engagement strategies. The widgets seamlessly integrate Government has consistently digital age gives government and manage massive amounts shown that providing informa- the power to go to where the of information; Facebook con- tion to citizens the way they people are. It is up to the indi- nects affinity groups; and want to receive it makes the in- vidual agencies to take the ini- blogs and tweets provide im- formation more relevant, and tiative to use this opportunity. mediate alerts and take infor- when information is relevant, mation viral. The technology it is shared with affinity groups, is ubiquitous and intuitive to thus supporting the govern- How to Derive Value from use. ment mission. Finally, social Everyday Interaction media, as well as government with Citizens The choice among these so- delivery of information and cial media tools is about the services, is about adding val- GovDelivery recently featured outcome of the use, not the ue; that is, efficiently increas- an IDC Report that contains embedded technology. Citi- ing services, providing trusted questions posed by GovDe- zen redistribution of critical information to and educating livery to Adelaide O’Brien, information through social citizens, and increasing citizen Research Director of Smart media technologies can al- involvement in government — Government Strategies at IDC low vital information to spread all aspects of successful citizen Government Insights. I’d en- more quickly to broader audi- engagement. courage you to download the ences than possible through report to check out the full re- traditional communications. port, which had a lot of inter- Collaborative interfaces pro-
  • 49. 49. 2012TECHREVIEWMeet your mission by maximizing directconnections with the publicDo you face the challenge of sharing information with stakeholders and the public whiledealing with significant resource constraints? Are you confident that you’re delivering the rightmessages through the best communication channels?Do you find yourself wishing you had better tools that leveraged technology to make the taskof distributing information easier? Are you developing a significant asset for your organizationby building a large, direct audience of subscribers?Wherever you stand with your communications, GovDelivery can help. Download our DigitalCommunications Best Practices Guide for some of our best strategies and tactics.Contact us at info@govdelivery.com or learn more at govdelivery.com. reachthepublic.com facebook.com/govdelivery @govdelivery youtube.com/govdelivery govloop.com © GovDelivery 2012
  • 50. THEGOVLOOPGUIDE50. Final Thoughts & Acknowledgements As technology continues to evolve at an un- prove efficiencies, and develop new and in- precedented speed, government agencies will novative solutions to deliver on agency wide be forced to modernize current infrastructure objectives. and keep pace with new innovations. In order to do so, government will have to re-imagine Looking to 2013, GovLoop challenges the gov- how technology is purchased, implemented ernment IT community to build on the success and perceived in government. of 2012 and continue to transform govern- ment. Like never the year 2013 will inspire citi- Although government has made great strides zens to take a stake in their communities, and in 2012, this report shows that there is more empower government to tap into the collec- work to be done by government. Technology tive knowledge and energy that modern tech- has the power to transform how government nology has to offer. operates, providing a vehicle to cut costs, im- The GovLoop team is thankful to all of those who GovLoop Team Authors contributed to the development of this report. We thank everyone for their participation in our • Pat Fiorenza, GovLoop Research Analyst survey, active community engagement, input and • Emily Jarvis, GovLoop Online Producer knowledge shared while developing this guide. • Steve Ressler, GovLoop Founder and President This guide would not have been completed with- • Jeff Ribeira, GovLoop Content/Community out your assistance and sharing of knowledge Coordinator about government IT in 2012. Special thanks to • Chris Dorobek, Editor at DorobekINSIDER.com our government experts interviewed for this re- and host of GovLoop’s Daily Podcast, DorobekI- port: NSIDER • Ami Wazlawik, GovLoop Fellow, Fall 2012 • Bernie Mazer, Chief Information Officer, De- • Lindsey Tepe, GovLoop Fellow, Fall 2012 partment of the Interior • Hannah Ornell, GovLoop Fellow, Fall 2012 • Jim Ropelewski, Chief Procurement Officer, Department of Education • Linda Cureton, Chief Information Officer, For more information on this report, please con- NASA tact Pat Fiorenza, GovLoop Research Analyst, at • Malcolm Jackson, Chief Information Officer, pat@govloop.com Environmental Protection Agency
  • 51. 51. 2012TECHREVIEW GOVLOOP RESOURCESThe following links are some of GovLoop’s best resources of 2012. Be sure to take a look at someof the blogs, webinars, guides and trainings and join the conversation.1. A Path to Insights and Improved Decision Making: Predictive Analytics2. 3 Keys to Big Data: Quick Wins, Clear Scope, Communicate3. Exploring Bring Your Own Device in the Public Sector4. Navigating the Digital Government Roadmap5. GovLoop Research Report: Re-Imagining Customer Service in Government6. GAO Releases Report Providing Best Practices for Agile Development7. Interactive Infographic: How GIS Influences our Daily Lives8. The Digital Government Strategy Timeline - An Infographic9. Journey Mapping: A Process to Re-Imagine Customer Service in Government10. GAO Releases Report on Status of E-Government Act11. New IBM Report: A Manager’s Guide for Using Twitter in Government12. Gov 2.0 - Where Are We Now and Where Are We Going?13. Managing the Mobile Workforce: It’s all about grapes, cucumbers, monkeys and rocks14. Telework Calculator Shows Your Savings Gained from Teleworking15. The Rise of Social Government - Fels Institute Social Media Report Sneak Peak16. Learn How You Can Leverage API’s at Your Agency17. 3 Lessons Learned for Government Communications18. Google’s Data Center Revealed19. How Do We Define A Digital Citizen?20. GovTransformer Case Study - “When The Economy Gets Tough - The Tough Get Innovative”21. Using Technology Infrastructure to Solve Public Sector Challenges: Microsoft Blog Series22. Strategies to Increase Digital Literacy and Accessibility23. How Do You Retain Security With BYOD?24. New Models for Government IT: Government IT is at a Tipping Point?25. Transitioning to IPv6 - Are You Ready?
  • 52. THEGOVLOOPGUIDE52. HP & GOVLOOP DEVELOP TELEWORK APP GovLoop, in partnership with HP, recently pervisors as well as employees themselves.” launched a telework calculator. The calculator will help you state your case to your supervi- Today, the idea of telework and a more flex- sor, and show the potential cost savings by ible schedule has become common across all teleworking. sectors and by numerous employers. Although telework is now easily attainable due to ad- Be sure to visit the calculator to run your own vancements in technology, there are still cer- calculations. The calculator will show you the tain challenges. Trust continues to be a chal- annual total cost savings, hours of productivity lenge for teleworkers, but through proper saved, productivity gained from timesavings, communication, the use of video, and periodic annual vehicle savings and annual pollutant check-ins, teleworkers can overcome the chal- reduction levels. lenge of trust. In a recent GovLoop blog, Is Telework a Critical Be sure to take a look at the telework calcula- Benefit?, Lindy Kyzer stated, “A decade ago, the tor, and run through the calculations. By show- idea of telework wasn’t even a consideration ing the cost savings, employees can work to for many people, especially workers in the fed- develop a better case to telework eral government. Presence was seen as a key aspect of employment and productivity, for su-
  • 53. 53. 2012TECHREVIEW creates new possibilities for technology to have a meaningful impact on people, busi-nesses, governments and society. The world’s largest technology company, HP brings togethera portfolio that spans printing, personal computing, software, services and IT infrastructure tosolve customer problems. Federal, state and local government IT decision makers trust HP’s time-tested legacy of innovation and proven global hardware leadership to help them answer the callto deliver a more streamlined, transparent and secure government through the strategic use oftechnology. Follow HP Government on Twitter at @christinaatHP or on GovLoop at HP for Gov.“HP technology is helping us deliver “We’re getting high quality products “It’s great to have HP partnersdramatic changes in the way we do and services from an industry lead- at hand for my day-to-day needs,business and serve the public. We er, improving our ability to manage but it’s also incredibly valuable tocan deliver services faster, and do it the environment, and getting more have access to a company withmore efficiently than ever before.” value for our dollar. Developing a HP’s broad expertise in technol- closer relationship with HP is one ogy. It’s the best of both worlds.”- Dorothy Brown, Office of the Clerk of the best decisions we’ve made.”of the Circuit Court of Cook County - Scott Smith, Director, Informa-(Clerk’s Office), Ill. - Garry Beaty, Chief Information Of- tion Systems, City of Bristol, Conn. ficer, City of Boise, Boise, Idaho
  • 54. THEGOVLOOPGUIDE54. BIBLIOGRAPHY OF REPORT Expansion of Mobility: The Perfect Storm for Government Agencies: GPO Mobile: U.S. Government Printing Office | Keeping America Informed Indiana School Bus Inspections Rev Up With New App: Government Technology, Sarah Rich. April 4, 2012 The Digital Government Strategy Timeline - An Infographic: GovLoop: The Knowledge Network for Gov- ernment, Jeff Ribeira. August 9, 2012 Census Bureau Releases Its First Mobile App Providing Real-Time Statistics on U.S. Economy: United States Census Bureau, Press Release. August 9, 2012. Census Bureau App Leads Digital Transformation: Random Samplings: The Official Blog of the U.S. Cen- sus Bureau, Avi Bender. August 23, 2012. Dear Government: Do you have an app for that?: Microsoft on Government Blog, Parul Bhandari. July 10, 2012. One Billion Smartphones by 2016: Here Comes the Mobile Arms Race: Time Magazine, Sam Gustin. Feb- ruary 12, 2012. Turning Data into Power: Unlocking Big Data for Agencies Predictive Policing a Success in Santa Cruz, California: Government Technology, Brian heaton. October 8, 2012 TechAmerica Foundation: Final Big Data Case Study: NASA Human Spacefligh Imagery [PDF]. Larry Sweet, NASA JSC CIO and Maura White, Imagery Systems Lead. Obama Administration Unveils “Big Data” Initiative: Announces $200 Million in New R & D Investments: Office of Science and Technology Policy [PDF], Executive Office of the President, 2012. 3 Keys to Big Data: Quick Wins, Clear Scope, Communicate: GovLoop: The Knowledge Network for Gov- ernment, Pat Fiorenza. October 5, 2012.
  • 55. 55. 2012TECHREVIEWFinding New Efficiencies, Cost Savings and Improved Services through Cloud Tech-nologyMajor impacts of Cloud Computing: GovLoop: The Knowledge Network for Goverment, Ajay Budhraja.August 18, 2012U.S. General Services Administration: Federal Risk and Authorization Management Program (FedRAMP).IT Reform at the National Aeronautics and Space Administration: NASA CIO Blog, Linda Cureton. June 8,2012.The Changing Role of the CIO -- Insights from EPA’s CIO Malcolm Jackson. GovLoop: The KnowledgeNetwork for Government, Emily Jarvis. July 17, 2012.Changing Traditional Project Management: Bringing Agile Methodology to Govern-mentSave Your Project And Money With Agile: GovLoop: The Knowledge Network for Government, Josh Nan-kivel. August 22, 2012.FBI Sentinel Programme Saved by Agile?: Brian Wernham: Research notes on ‘Agile Project Managementfor Government, Brian Wernham. May 31, 2012.Governance for Agile Delivery: National Audit Office, Publications. July 2012.You Know You Are Agile If...: GovLoop: The Knowledge Network for Government, Emily Jarvis. October25, 2012.Effective Practices and Federal Challenges in Applying Agile Methods: US Government AccountaiblityOffice (GAO), David A. Powner and Nabajyoti Barkakati. July 27, 2012.Balter, Ben “The Case for Rebooting Federal IT Procurement” 41 Pub. Cont. L.J. 149. The Public ContractLaw Journal, Fall 2011Agile Document Development: Part 1 of 2: What is Agile?: GovLoop: The Knowledge Network for Gov-ernment, David Tallan. September 17, 2012.The Year of Social Government: Social Media in 2012City of Chicago: The Official Site: AskChicago.org. Accessed October 2012.GovLoop: The Knowledge Network for Government and OhMyGov: Government Social Media Leader-board. Accessed October 2012.
  • 56. THEGOVLOOPGUIDE56. 734 15th St NW, Suite 500 Washington, DC 20005 Phone: (202) 407-7421 Fax: (202) 407-7501