2. Richard Cheng - @RichardKCheng
• Agile trainer & coach
• CST, CSP, CSM, CSPO, PMP, PMI-ACP, SAFe SPC,
Certified Less Practitioner, CAL 1, Certified
Enterprise Scrum Trainer
• Founder & executive committee member of
Agile Delivery for Agencies, Programs, and
Teams (ADAPT)
• Experience in government and commercial
Agile transformations
3. I’m going to talk about…
Bringing Agile to Government
Scaling
Contracts
Culture
The Future
9. "After failing three times to modernize the federal
retirement system with the big bang approach,
the Office of Personnel Management is taking a new
tack that focuses on incremental changes*.”
*http://www.federalnewsradio.com/86/1937813/OPM-Director-John-Berry-promises-big-changes-for-hiring-
retention-retirement
10.
11.
12. Agile Manifesto
Individuals and interactions over Process and tools
Working software over Comprehensive documentation
Customer collaboration over Contract negotiation
Responding to change over Following a plan
We are uncovering better ways of developing software by
doing it and helping others do it. Through this work we have
come to value:
That is, while there is value in the items on the right, we value
the items on the left more.
http://agilemanifesto.org/
20. Quality Engineering
Do This First
1. Version
Control
2. Build
Automation
3. Automated
Unit Testing
4. Continuous
Integration
Next Do This
5. Static Code
Analysis
6. Dependency
Management
Then Do This
7. Automated
Integration
Testing
8. Automated
Acceptance
Testing
9. Deployment
Automation
21.
22. Mr. Kenneth Zawodney in statements before Congress*:
How Agile has helped:
“..Modernize our IT infrastructure incrementally, employing a cost effective and
efficient modular approach to transition away from paper and into the modern
era…”
Results:
• “…Establishing the capability of gathering electronic data..”
• “…In 2012, we launched the Data Viewer…”
• “..11 agencies are in a pilot for the Data Viewer..”
• “..Continue to deploy the Data Viewer to all agencies within the Federal
government…”
*http://oversight.house.gov/wp-content/uploads/2013/05/Mr.-ZAWODNY-Testimony.pdf
25. Support Team
Endeavor
Core
Galactica
BI/Reports
Odyssey
Data WH
Infinity
Onboarding
Serenity
Core
• Managers
• Customer
Comms
• DBAs
• Sys Admins
• 508 Lead
• Security
• Test
Coordinato
r
• PO
• SM
• Archite
ct
• Devs
• BAs
• PO
• SM
• Architect
• Admin
• Devs
• BAs
• PO
• SM
• Architect
• ETL
• SQL
Expert
• Devs
• BAs
• PO
• SM
• Architect
• Devs
• BAs
• PO
• SM
• Architect
• Devs
• BAs
Super Product Owner
30. Agile and Federal Contracts
Agile Projects
Iteration 1 Iteration 2 Iteration 3 …..
BPA / IDIQ
Task Order 1 Task Order 2 Task Order 3 …..
31. Acquisition /
Procurement
• Contracting professionals:
o Work early and often with the business
o Training and coaching
• Request for Proposals:
o State desired outcome, not statements of work
o Smaller, shorter contracts
o Past experiences based on results, not knowledge
• Governance
o Shift away from approval before start to acceptance when
complete
o Govern outcomes and milestones, not work and sequencing
32.
33.
34.
35. Fixed Date / Fixed Scope
• Outcomes of Fixed Date / Fixed Scope projects:
o Waterfall
1. Delivered _____ and working ________
2. “Delivered” _____ … with ______
3. Cannot deliver on time, ______
o Scrum
1. Delivered _____ and working ________
2. The _____ items are _______ by the requested
date and working _______
• Be cautious of sacrificing quality to meet dates
36. Fixed Date / Fixed Scope
• Outcomes of Fixed Date / Fixed Scope projects:
o Waterfall
1. Delivered on time and working as expected
2. “Delivered” on time … with issues
3. Cannot deliver on time, need to extend
o Scrum
1. Delivered on time and working as expected
2. The highest valued stories are delivered by the
requested date and working as expected
• Do not sacrifice quality to meet dates
49. Contact Information
Richard K Cheng
richard.cheng@excella.com
703-967-8620
http://www.excella.com
Twitter: @RichardKCheng
Editor's Notes
What we’ve done
Shared success stories
Helped provide thought leadership
Current efforts – Agile contracting and procurement
Understanding agility
Why
depressing –
Depressing
No game room
No alcohol
Had to wear a suit and time
Story of Agile Manifesto:
The data problem itself is complicated
It requires focused attention
Prior attempts, the SMEs trying to solve data problem at the same time as trying to solve all the other problems, but all of these other problems required having the data problem solved
STATEMENT OF KENNETH ZAWODNY
ASSOCIATE DIRECTOR, RETIREMENT SERVICES U.S. OFFICE OF PERSONNEL MANAGEMENT
before the
SUBCOMMITTEE ON FEDERAL WORKFORCE, U.S. POSTAL SERVICE,
AND THE CENSUS COMMITTEE ON OVERSIGHT AND GOVERNMENT REFORM UNITED STATES HOUSE OF REPRESENTATIVES
In 2010, the decision was made to move from the Monster provided platform and in source USAJOBS by creating an OPM solution.
Allow easier interconnection with vendor and government talent acquisition solutions
Allow greater flexibility and control to respond to agency customer enhancements
Provide access to the underlying data about recruitment, the talent pool, and agency staffing practices
- State of things in USAStaffing
- Scope of program
- team diagram
Waterfall
Delivered on time and working as expected
“Delivered” on time … with issues
Cannot deliver on time, need to extend
Scrum
Delivered on time and working as expected
The highest valued stories are available by the requested date and working as expected
Here we identify that though this project did not complete all of it’s scope by the due date, it did complete 80% of the project. Also note that the 80% completed represents the top 80% most important part of the project.