Downloaded 19 times
Uploaded byRichard Cheng
Agile in the Federal Government
Richard Cheng gave a presentation on bringing Agile to government organizations. He discussed scaling Agile using frameworks like LeSS and SAFe, contracting with Agile approaches like fixed date/fixed scope, overcoming cultural challenges, and examples of Agile adoption at the Office of Personnel Management and other agencies. Cheng believes Agile can help government organizations deliver value incrementally in a more cost effective way and outlined strategies for future Agile adoption in government.
More Related Content
Similar to Agile in the Federal Government
Agile in the Federal Government
- 1. A Journey throughAgile in the Government
- 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 totalk about… Bringing Agile to Government Scaling Contracts Culture The Future
- 4. 2007 – MotleyFool
- 6.
- 7. 2009 – Officeof Personnel Management
- 9. "After failing threetimes 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
- 12. Agile Manifesto Individuals andinteractions 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/
- 13.
- 14.
- 15. Identify the Value Previousefforts tried to do a lot:
- 16.
- 18. Scrum Overview Product Vision Roadmap Day Sprint… … … Plan Day Day DailyScrum Review Retro Sprint Plan Review Retro Idea Initiation Release Plan Release Release Plan Plan Time
- 20. Quality Engineering Do ThisFirst 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
- 22. Mr. Kenneth Zawodneyin 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
- 24.
- 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
- 26. Large Scale Scrum(LeSS)
- 27. Scaled Agile Framework™ BigPicture
- 30. Agile and FederalContracts Agile Projects Iteration 1 Iteration 2 Iteration 3 ….. BPA / IDIQ Task Order 1 Task Order 2 Task Order 3 …..
- 31. Acquisition / Procurement • Contractingprofessionals: 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
- 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
- 37.
- 40.
- 45.
- 46.
- 47.
- 48.
- 49. Contact Information Richard KCheng richard.cheng@excella.com 703-967-8620 http://www.excella.com Twitter: @RichardKCheng
Editor's Notes
- #4 What we’ve done Shared success stories Helped provide thought leadership Current efforts – Agile contracting and procurement Understanding agility
- #8 Why depressing –
- #10 Depressing No game room No alcohol Had to wear a suit and time
- #13 Story of Agile Manifesto:
- #17 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
- #23 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
- #25 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
- #26 - State of things in USAStaffing - Scope of program - team diagram
- #38 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
- #40 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.
- #49 2008 Al Tarasiuk