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Agile for federal government executives
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  • A Blanket Purchase Agreement is not a contract and an Idefinite-Delivery Indefinite-Quanity contract is a contract. There are two kinds of BPAs.First, there is the BPA used for simplified acquisitions, which is described in FAR 13.303. As described therein, a BPA is like a charge account. This kind of BPA is definitely not a contract.Second, there is the BPA written against a GSA Federal Supply Schedule contract, which is explained in FAR 8.405-3. GSA FSS contracts are IDIQ contracts. A BPA awarded against one of them is an ordering agreement under a contract.

Agile for federal government executives Presentation Transcript

  • 1. Title Agile for Federal Government Executives Follow our Agile blog http://agileingov.com GreenLineSystems.com©© GreenLine Systems Inc. 2003 – 2013 GreenLine Systems Inc. 2003 – 2013 http://agileingov.com http://agileingov.com
  • 2. Title What is Agile?Agile project management is an iterative method of determining requirements forengineering and information technology development projects in a highly flexible andinteractive manner, for example agile software developmentAgile software development is a group of software development methods based oniterative and incremental development, where requirements and solutions evolvethrough collaboration between self-organizing, cross-functional teams.Scrum (a popular form of Agile software development) is an iterative and incrementalagile software development method for managing software projects and product orapplication development.© GreenLine Systems Inc. 2003 – 2013 http://agileingov.com
  • 3. Title Why use Agile? Development teams utilizing Agile practices are on average: – 37% faster delivering their software to market – 16% more productive QSM Associates - The Agile Impact Report – Find problems faster© GreenLine Systems Inc. 2003 – 2013 http://agileingov.com
  • 4. Title Why does Agile work? • Large Federal IT projects take years from budgeting to RFP to deployment and in that time – Technology changes – Priorities change – People change • With Agile, the team will deliver usable code quickly© GreenLine Systems Inc. 2003 – 2013 http://agileingov.com
  • 5. TitleHow does Agile Project Management compare to what we do now (Waterfall Project Management)? © GreenLine Systems Inc. 2003 – 2013 http://agileingov.com
  • 6. TitleHow does Agile Project Management compare to what we do now (Waterfall Project Management)? Deliver Code Agile Project Management sprint sprint sprint Budget sprint sprint sprint Time © GreenLine Systems Inc. 2003 – 2013 http://agileingov.com
  • 7. Title How is Agile organized? Scrum example below Product Owner Government employee. Government as the systems Integrator! Product Success Development Team Scrum Master© GreenLine Systems Inc. 2003 – 2013 http://agileingov.com
  • 8. Title What are the challenges with using Agile on Federal Projects?• How to contract for Agile – Contracting approaches – Payment approaches• How to organize the agency (roles & responsibilities) – Who to put in the role of product owner – Will government serve in the role of systems integrator?• How to report progress © GreenLine Systems Inc. 2003 – 2013 http://agileingov.com
  • 9. Title Definitions© GreenLine Systems Inc. 2003 – 2013 http://agileingov.com
  • 10. Title• User Stories - Small high-level requirements used for scheduling and estimating – Examples: • Students can purchase monthly parking passes online • Parking passes can be paid via credit cards • Parking passes can be paid via PayPal • Professors can input student marks • Students can obtain their current schedule• Epic - A very large user story that is eventually broken down into smaller stories• Story Points - Unit of estimation measuring complexity and size• Task - A user story can be broken down in to one or more tasks. Tasks are estimated daily in hours (or story points) remaining by the developer working on them• Sprint - A fixed duration period of time where user stories are chosen to work on. A sprint is defined as a 2-4 week increment of software development activities that delivers working software and the end of the increment.• Release – Working increment of software © GreenLine Systems Inc. 2003 – 2013 http://agileingov.com
  • 11. • Product Backlog - The requirements for the product are listed in the Product Title Backlog. It is an always changing, dynamically prioritized list of requirements ordered by Business Value. Requirements are broken down into User Stories by the Product Owner.• Burndown Chart - The Burndown chart shows the amount of work remaining per Sprint. It is a very useful way of visualizing the correlation between work remaining at any point in time and the progress of the Team(s). It inspects their progress in relation to the Planning by using the Burndown Chart, and makes adjustments as necessary.• Sprint Backlog - At the beginning of each sprint, the team has sprint planning with an end result being a backlog of work that the team anticipates completing at the end of the sprint. These are the items that the team will deliver against throughout the duration of the sprint © GreenLine Systems Inc. 2003 – 2013 http://agileingov.com
  • 12. Title Contracting approaches for Agile Multi-Award IDIQ/BPA Single-Award IDIQ/BPA with options Successive contracts© GreenLine Systems Inc. 2003 – 2013 http://agileingov.com
  • 13. Title How to contract for Agile Multi-Award IDIQ/BPA• Allow the agency to issue small orders for short time periods to fulfill specific project development needs within six month intervals as well as rapid response activities in 90 day periods. An order may provide for delivery of an individual project, negotiated with or competitively awarded to a qualified vendor or group of qualified vendors on the contract• BENEFITS – Agencies avoid the time and expense of having to compete and award a series of successive, stand-alone contracts – Mitigates the agency’s legal and financial exposure, as the Government is only obligated for a stated minimum. Future obligations may be made when requirements are clearer or when the agency has resources to acquire additional functionality – Provides maximum flexibility and increased competition IDIQ Award 1 Award 2 Award 3 Award 4 Award 5 Release Release Release Release Release 1 2 3 4 5 © GreenLine Systems Inc. 2003 – 2013 http://agileingov.com
  • 14. Title How to contract for Agile Single Award IDIQ/BPA with options• Beneficial when the integration effort will involve unique skills obtainable only through the success of previous projects• Preferred when – The expected cost of administration of multiple contracts outweighs the expected benefits of making multiple awards – The projected orders are so integrally related that only a single contractor can reasonably perform the work – More favorable terms and conditions, including pricing, will be provided if a single award is made.• The project can still be sub-divided into sub-projects• The contractor can be held to meeting minimum performance standards before being allowed to move forward to the next sub-project © GreenLine Systems Inc. 2003 – 2013 http://agileingov.com
  • 15. Title How to contract for Agile Successive contracts• Requires an overall team in which all the members understand the overall investment strategy and how each of the modular acquisitions fit into that strategy• More complicated to administer this number of acquisitions• Appropriate when there is sufficient time to award successful individual contracts• Only good when contractor continuity is not a predominant concern• Allows the agency to distribute risk among multiple contracts/ contractors VA Example  © GreenLine Systems Inc. 2003 – 2013 http://agileingov.com
  • 16. Title Payment strategies for Agile• The greater the certainty = fixed-price contract where payment is tied to the delivery of a completed product or service – Government must know the specific functional characteristics that will satisfy its objectives• The greater the uncertainty, the more likely an agency may need to consider a cost- reimbursement (CR) or time-and-materials (T&M) contract where payment is tied to costs incurred – CR: Establishes an estimate of total cost for the purpose of obligating funds and establishing a ceiling that the contractor may not exceed (except at its own risk) without the approval of the contracting officer. • Cost Plus Incentive Fee • Cost Plus Award Fee • Cost Plus Fixed Fee – T&M: Used when the needed amount of labor effort cannot be specified in advance• Hybrid Example  © GreenLine Systems Inc. 2003 – 2013 http://agileingov.com
  • 17. Title How to word RFP? • Use a performance work statement (PWS) that describes desired mission- related outcomes, rather than how the work is to be performed – See VI. Appendix: Sample Performance Work Statement • Instead of laying out a detailed prescription of technical requirements define: – The goals and the desired outcomes of the development effort – The expected performance standards – A certain number of requirements sessions and focus group sessions with the customer – System documentation as deliverables for fixed price payments – A requested number of “build iterations” of software development© GreenLine Systems Inc. 2003 – 2013 http://agileingov.com
  • 18. Title How to organize the agency (roles & responsibilities) Who to put in the role of product owner (PO)• The PO is a full time job• The PO is a projects key stakeholder – It is important that this person has a vision of what they wish to build and that he or she is able to convey that vision to the team. POs do this through the product backlog, which is a prioritized features list for the product.• The PO is someone with a solid understanding of users, the mission, and of the organizational dynamics associated with the user base of system being developed• The PO must respected/trusted with other stakeholders and can navigate the politics and sell an idea• The PO must be a government employee• The PO must have the authority and be empowered to decisions on feature/function and associated priorities• The PO must be able to bring in other SMEs• It’s always a good idea to pair up a seasoned architect with the PO © GreenLine Systems Inc. 2003 – 2013 http://agileingov.com
  • 19. Title How to report progress • The Problem: Several federal reporting practices do not align with Agile – Federal oversight bodies want status reports at waterfall-based milestones rather than timely statements regarding the current state of a project – Traditional oversight requires detailed artifacts in the beginning of a project, such as cost estimates and strategic plans, while Agile advocates incremental analysis • The Solutions Earned Value Management (EVM) and Agile can be aligned – Must communicate with OMB that Agile will be used • Example 300 (here) – See multiple examples of how to report progress via EVM (here) – Must use a tool like VersionOne, Rally or Jira to report up© GreenLine Systems Inc. 2003 – 2013 http://agileingov.com
  • 20. Title What do you need to do as an executive in a Federal Agency?• Understand the challenges of using Agile in an organization that their SELC is primarily based on Waterfall and have a plan for dealing with the challenges – Understand that this is a cultural change and require leadership – Train the organization – Ensure Exhibit 300 is written properly – Ensure RFP and Contract is written properly – Ensure agency is organized properly – Ensure the right people are in product owner roles and that they are knowledgeable and empowered – Ensure your agency is communicating effectively with the reporting authorities © GreenLine Systems Inc. 2003 – 2013 http://agileingov.com
  • 21. TitleThank you!SCOTT.SUHY@GREENLINESYSTEMS.COM© GreenLine Systems Inc. 2003 – 2013 http://agileingov.com