Adopting Agile in the DoD

  • 794 views
Uploaded on

Adopting and implementing Agile practices within the U.S. Department of Defense

Adopting and implementing Agile practices within the U.S. Department of Defense

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

Views

Total Views
794
On Slideshare
0
From Embeds
0
Number of Embeds
1

Actions

Shares
Downloads
44
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide
  • Editors, “Introduction to Defense Acquisition Management” Defense Acquisition University Press, Fort Belvoir, VA, December 2008, pg 1
  • Lapham, M.A., Miller, S., Adams, L., Brown, N., Hackemack, B., Hammons, PhD, C., Levine, PhD, L., Shenker, A. Agile Methods: Selected DoD Management and Acquisition Concerns [PDF document]. Retrieved from Software Engineering Institute, Carnegie Mellon website: http://www.sei.cmu.edu/reports/11tn002.pdf
  • Lapham, M.A., Miller, S., Adams, L., Brown, N., Hackemack, B., Hammons, PhD, C., Levine, PhD, L., Shenker, A. Agile Methods: Selected DoD Management and Acquisition Concerns [PDF document]. Retrieved from Software Engineering Institute, Carnegie Mellon website: http://www.sei.cmu.edu/reports/11tn002.pdf
  • Lapham, M.A., Miller, S., Adams, L., Brown, N., Hackemack, B., Hammons, PhD, C., Levine, PhD, L., Shenker, A. Agile Methods: Selected DoD Management and Acquisition Concerns [PDF document]. Retrieved from Software Engineering Institute, Carnegie Mellon website: http://www.sei.cmu.edu/reports/11tn002.pdf
  • Lapham, M.A., Miller, S., Adams, L., Brown, N., Hackemack, B., Hammons, PhD, C., Levine, PhD, L., Shenker, A. Agile Methods: Selected DoD Management and Acquisition Concerns [PDF document]. Retrieved from Software Engineering Institute, Carnegie Mellon website: http://www.sei.cmu.edu/reports/11tn002.pdf
  • Lapham, M.A., Miller, S., Adams, L., Brown, N., Hackemack, B., Hammons, PhD, C., Levine, PhD, L., Shenker, A. Agile Methods: Selected DoD Management and Acquisition Concerns [PDF document]. Retrieved from Software Engineering Institute, Carnegie Mellon website: http://www.sei.cmu.edu/reports/11tn002.pdf
  • Lapham, M.A., Miller, S., Adams, L., Brown, N., Hackemack, B., Hammons, PhD, C., Levine, PhD, L., Shenker, A. Agile Methods: Selected DoD Management and Acquisition Concerns [PDF document]. Retrieved from Software Engineering Institute, Carnegie Mellon website: http://www.sei.cmu.edu/reports/11tn002.pdf
  • Lapham, M.A., Miller, S., Adams, L., Brown, N., Hackemack, B., Hammons, PhD, C., Levine, PhD, L., Shenker, A. Agile Methods: Selected DoD Management and Acquisition Concerns [PDF document]. Retrieved from Software Engineering Institute, Carnegie Mellon website: http://www.sei.cmu.edu/reports/11tn002.pdf

Transcript

  • 1. Adopting Agile in the U.S. Department of DefenseAdopting and implementing new Agile practices within the DoD
  • 2. The DoD is developing a comprehensive new process to acquire and deliver IT capabilities. Central to this new process is Agile testing. DoD cannot hope to achieve state of the art information capabilities using the traditional DoD acquisition process. New approaches require new principles, such as: Speed and Agility Incremental Testing Rationalized Requirements Flexible/Tailored Acquisitions2
  • 3. Introduction to Defense Acquisition Management “The primary objective of Defense acquisition is to acquire quality products that satisfy user needs with measurable improvements to mission capability and operational support, in a timely manner, and at a fair and reasonable price.” 1 Agile methods fully support the primary objective of Defense acquisition. Customer value, timeliness, and investor satisfaction are all major Agile values.3
  • 4. Agile and the U.S. Department of Defense What is Agile? What role will Agile play in the DoD? A highly-collaborative, The use of Agile will help improve incremental and iterative new efficiencies in DoDs acquisition of approach to testing. IT products and services. Agile provides the DoD with: Agile involves: • Quick-reaction capability • Early and regular delivery of tasks • Effective methodology for many • Focus on team communications Web applications • Centered around close interaction • Source of potential innovation for with the users Defense needs4
  • 5. Motivation for Changing to Agile The two biggest reasons we have seen within DoD for moving to Agile are: 1. a burning platform: If we do not change our current practices to improve outcomes, programs are likely to be cancelled 2. urgency of delivery: An operational need that cannot wait for traditional delivery times is mission-critical enough to warrant a different acquisition approach5
  • 6. Moving to Agile Other common themes that characterize the motivation for change are: – a sense of true accomplishment when they deliver what they know the end user needed – a short time span for seeing the differences their work made to their end users – encouraging (often laudatory) user feedback that clearly communicated the value of their approach – consistent ability to meet or exceed user expectations – previous inability to deliver value within agreed time spans and costs6
  • 7. An Agile culture runs counter to the traditional DoD acquisition culture in many ways, from oversight and team structure to end-user interaction throughout testing.7
  • 8. Agile vs. Traditional DoD Culture Organizational Structure Agile DoD Traditional DoD Flexible and Formal structures adaptive structures that are difficult to change Self-organizing Hierarchal, teams command-and- control based teams Collocated teams or Integrated product strong teams that have communication formal mechanisms when responsibilities teams are distributed8
  • 9. Agile vs. Traditional DoD Culture Reward System Agile DoD Traditional DoD Team is focus of Individual is focus of reward systems the reward system Sometimes team itself recognizes individuals9
  • 10. Agile vs. Traditional DoD Culture Communications & Decision Making Agile DoD Traditional DoD Daily stand-up meetings Top-down communication structures dominate Frequent retrospectives to improve practices External regulations, policies and procedures drive the focus of work Information radiators to communicate critical project Indirect communications, like documented activities information and processes, dominate over face-to-face dialogue Evocative documents to feed conversation Traditional, representational documents used by the PMO throughout the life cycle to oversee the progress of the tester “Just enough” documentation, highly dependent on PMO oversight tools focused on demonstrating product context compliance vs. achieving insight into progress10
  • 11. Agile vs. Traditional DoD Culture Staffing Model Leadership Style Agile DoD Traditional DoD Agile DoD Traditional DoD Cross-functional Uses traditional life- Facilitative Leader as keeper of teams including all cycle model with leadership vision roles across the life separate teams cycle throughout the Leader as champion Leader as primary lifespan of the and team advocate source of authority project to act Includes an Agile Different roles are advocate or coach active at different who explicitly defined points in the attends to the life cycle and are not team’s process substantively involved except at those times11
  • 12. Summary The new acquisition process includes: • Early and continual involvement of the user • Multiple, rapidly executed increments or releases of capability • Successive prototyping to support an evolutionary approach • And modular, open-systems These attributes generally describe Agile testing; which is collaborative, iterative, and more spiral in nature. Agile aligns well with the new DoD IT acquisition process, offering a viable alternative to traditional processes.12