Agile in Government - Presented at Pacific NW Digital Government Conf 2013

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Agile in Government;
Presented at the Pacific Northwest Digital Government Conference 2013

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  • Customer collaboration should be just collaboraton customer…what about supplier collaboration
  • Everyone knows this one… who can quote it for me?
  • But what about product management?
  • Don’t believe that you can make a Kaikaku change and get there. Kaizen changes will take you there.
  • Agile in Government - Presented at Pacific NW Digital Government Conf 2013

    1. 1. AGILE IN GOVERNMENT Project Management and Application Development
    2. 2. Joseph Flahiff PMI-ACP Content Support Co-Lead 15 years Traditional and Agile President of Whitewater Projects, Inc. Author, Speaker, Coach, Consultant joseph@whitewaterprojects.com PMI ACP
    3. 3. What’s in it for me? WIIFM
    4. 4. Speed to Delivery Visible Progress Improved Reporting Incremental Delivery Fewer Defects Employee Satisfaction Value Based Delivery Flexibility Benefits 08
    5. 5. Speed to Delivery Visible Progress Improved Reporting Incremental Delivery Fewer Defects Employee Satisfaction Value Based Delivery Flexibility Benefits
    6. 6. What is agile? Agile is the ability to adapt to changes as fast or faster than changes occur. Adapt or DIE
    7. 7. A Broader Definition Change Cycle Change Cycle Change Cycle Change Cycle Build Cycle Build Cycle Build Cycle Build CycleBuild Cycle Build Cycle
    8. 8. A Broader Definition Change Cycle Change Cycle Change Cycle Change Cycle Build Cycle Build Cycle Build Cycle Build Cycle
    9. 9. Toyota Production System 1900-Today First Control Chart Shewhart :1924 Deming PDCA/PDSA 1930s Mercury Program 1950s Rapid App. Dev (RAD) 1970s Theory Of Constraints 1984 Spiral Dev. 1986 The New; New Product Development Game 1986 Scrum at Easel 1992 9 Agile…100+ Years in the Making Agile Manifesto 2001
    10. 10. We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over Over processes and tools Working software over Over comprehensive documentation Customer collaboration over Over contract negotiation Responding to change over Over following a plan That is, while there is value in the items on the right, we value the items on the left more Manifesto for Agile Software Development
    11. 11. Lean Agile > Scrum Agile scrum XP Systems ThinkingKanban Six Sigma
    12. 12. Traditional IT Projects Contract/ Charter Requirements Design Build Test Deploy Prod Support 12
    13. 13. Lean Process Improvement Sprint Planning SprintDemo Retrospective Plan DoCheck (Study) Act 13
    14. 14. A New Approach Iterative Incremental 14
    15. 15. Iterative & Incremental Customer I will know it when I see it Ok Let’s start with this Creator I love it, Do more. What do you think?
    16. 16. Adaptability 0% 5% 10% 15% 20% 25% 30% Release Value
    17. 17. Project Management
    18. 18. Product Management
    19. 19. Project Product Scope Fixed set of features On-going prioritized list of features Schedule Start Date End Date Multiple Releases Budget Allocated once Cyclical Triple constraint
    20. 20. Industry Adoption
    21. 21. Agile and the Government  Federal  General Accounting Office  Dept. of Defense  NASA  Veterans Affairs  FBI  GSA  Many more  Washington State  DOL  DIS  DNR  DOT  L&I  ESD  OCIO  More…
    22. 22. Agile and the Government  Federal  General Accounting Office  Dept. of Defense  NASA  Veterans Affairs  FBI  GSA  Many more  Washington State  DOL  DIS  DNR  DOT  L&I  ESD  OCIO  More…
    23. 23. Simple…in Theory
    24. 24. Not as Easy as it Looks
    25. 25. Simple Isn’t Always Easy Challenges Specific to Government
    26. 26. Adoption of New Tools Traditional Artifacts Contracting Trust of Iterative process 100% Staff Allocation Self Direction Collaboration Status Product Owners Challenges 09
    27. 27. Adoption of New Tools Traditional Artifacts Contracting Trust of Iterative process 100% Staff Allocation Self Direction Collabor ation Status Product Owners Challenges 09
    28. 28. Keys to Success
    29. 29. Don’t Forget The Business Talk with your Peers Take a Test Drive Becoming Agile Requires Culture Change Success Training + Coaching + Consulting + Peer Mentors = Success Expect Challenges 06
    30. 30. Don’t Forget The Business Talk with your Peers Take a Test Drive Becoming Agile Requires Culture Change Success Training + Coaching + Consulting + Peer Mentors = Success Expect Challenges
    31. 31. Culture reinforcement cycle Thoughts Feelings ActionsResults History
    32. 32. How can we change it?  Become aware of the current culture  Decide what you want  Then create new experiences that enforce and reinforce the new culture  Keep it small size, Keep it super simple Current Condition Target Condition
    33. 33. Questions Before We Close
    34. 34. Undeniable Benefits You will have Challenges Don’t be SURPRISED Culture Change The Business Do a test drive Training + Coaching Peer Groups Expect Challenges Culture Change Summary Adaptability + Culture Change What will you do? ?
    35. 35. Undeniable Benefits You will have Challenges Don’t be SURPRISED Culture Change The Business Do a test drive Training + Coaching Peer Groups Expect Challenges Culture Change Summary Ability to adapt as fast as change happens What will you do?
    36. 36. Joseph Flahiff PMI-ACP Content Support Co-Lead 15 years Traditional and Agile President of Whitewater Projects, Inc. Author, Speaker, Coach, Consultant joseph@whitewaterprojects.com PMI ACP
    37. 37.  Contact info  joseph@whitewaterprojects.com  Articles on Agile by Joseph Flahiff  www.whitewaterprojects.com/articles/  Agile in Govt papers  GAO - Effective Practices and Federal Challenges in Applying Agile Methods  DOD Strategic Guidance  OMB 25 Point Plan to Reform Federal IT  Other Reading  The New, New Product Development Game References and Additional Reading

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