What does it take to adopt agile in the Federal Government

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What does it take to adopt Agile in the Federal Government?

Devin B. Hedge, PMP, CSMAgile DC 2011October, 26, 2011

Thursday, October 27, 11


2



8

PragmaticApplications

Three Switches Things To Do

via www.rush.com


http://www.achievement.org/autodoc/photocredit/achievers/woo0-027



Three Switches That Make Agile Work in the [Government] Enterprise



Enabling Culture

OrganizationalDesign

Policies AndPlanning



13

Shared Values

You h

ave t

o

“Get

Naked

”



14

Servant Leader

The Seven Pillars of Servant Leadership

from Seven Pillars of Servant Leadership: Practicing the Wisdom of Leading by Serving by James W. Sipe and Don M. Frick

I. Person of Character

VII. Leads with Moral Authority

VI. Systems Thinker

V. Has Foresight

IV. Compassionate Collaborator

III. Skilled Communicator

II. Puts People First



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Tribal Leadership

Stage Mood Theme

5 InnocentWonderment “Life is great”

4 Tribal Pride “We’re great”(and they’re not)

3 Lone Warrior “I’m great”(and you’re not)

2 ApatheticVictim “My Life ‘stinks’”

1 DespairingHostility “Life ‘stinks’”

from Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization by Dave Logan, John King & Halee Fischer-Wright



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Tribal Leadership

Stage Mood Theme







AgileCulture



15

Tribal Leadership

Stage Mood Theme







AgileCulture

GovtCulture



15

Tribal Leadership

Stage Mood Theme







AgileCulture

GovtCulture

LeadershipGap



16

Agile Values

Manifesto for Agile Software Development 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 processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan That is, while there is value in the items on

the right, we value the items on the left more.

Kent Beck Mike Beedle

Arie van Bennekum

Alistair Cockburn Ward Cunningham

Martin Fowler

James Grenning Jim Highsmith Andrew Hunt Ron Jeffries

Jon Kern Brian Marick

Robert C. Martin Steve Mellor

Ken Schwaber Jeff Sutherland Dave Thomas

Source: http://www.agilemanifesto.org

This

take

s m

ore

disc

iplin

eThis requires a Level 4-5 C

ulture



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Agile Principles■ Customer satisfaction by rapid delivery of useful software■ Welcome changing requirements, even late in development■ Working software is delivered frequently (weeks rather than months)■ Working software is the principal measure of progress■ Sustainable development, able to maintain a constant pace■ Close, daily co-operation between business people and developers■ Face-to-face conversation is the best form of communication (co-location)■ Projects are built around motivated individuals, who should be trusted■ Continuous attention to technical excellence and good design■ Simplicity■ Self-organizing teams■ Regular adaptation to changing circumstances

Don’t Violate These... or things get really really BAD really really

QUICKLY!!!Agile Lets You Do BAD Things Quickly, Too!



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Agile Development Practices

Maintain a code repositoryAutomate the buildMake the build self-testingEveryone commits to the baseline every dayEvery commit (to baseline) should be builtKeep the build fastTest in a clone of the production environmentMake it easy to get the latest deliverablesEveryone can see the results of the latest buildAutomate deployment

Photo by KaiChanVong

DON’T DO THESE AND YOU ARE

DOOMED!!!


http://www.flickr.com/photos/kaichanvong/

http://www.flickr.com/photos/kaichanvong/


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Pick The Right Agile Methodology

Lean Management

Scrum

Lean Management

DSDM

Scrum

AgileUP

Kanban

?

Project Focused, Single Team

Scrum of ScrumsProject Focused, Multiple Teams

Project Focused, Multiple Teams

Program/portfolio Focused, Multiple Teams



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Enabling Culture

Agile Values

Servant Leadership

Tribal Leadership

Shared Values

Agile Principles

Agile Practices

Agile Methodologies



21

Organizational Design



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Typical [Government] Org Design

OCIOLOBs

DEV OPS etcS1 S2 S3

SERVICE/PRODUCTDELIVERY

SERVICE/PRODUCTDELIVERY???

90+% of All GovtServices/Products

Are IT Related


Service Delivery Team

LOB

Ow

ners

Service Development Team


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Agile [Government] Org Design

System Development Team Product Support Team

OCIOOCTO

BIG TAKE AWAY:LOB Owners Own Development Teams, CTO Owns Dev Standards/EA, CIO Owns Operations



24

Policy and Planning



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People Development

The TEAMis

Everything



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Federal CIO Initiative

CIO Initiative

LOB needs

Legislative

• The Budget cycle is built based on horizon of predictability• The Budget categories reinforce long stage-gated

development cycles

Look Familar?



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Fixed

Estimated

Plan-Driven

Features

Cost Date Features

Cost Date

Value- Driven

($)

Source: “Inverting the Iron Triangle” by Mike Cottmeyer (http://www.leadingagile.com/2008/04/inverting-the-iron-triangle/ )and “Agile Contracts” by Jesse Fewell

The plan creates cost/schedule estimates

The Vision Creates feature estimates

Agile Budgeting


http://www.leadingagile.com/2008/04/inverting-the-iron-triangle/

http://www.leadingagile.com/2008/04/inverting-the-iron-triangle/


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Why Variable Scope?

Eliminate Wasteand

Free Up Budget$$$



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JADIOC Release 2

Combined Acquisition Lifecycle

It 1 It 2 It 3 It 4 It 5 It 6 It 7 It 8 It 9

Maintenance

It 10 It 11 It 12

Release 3 Release 4

Relative Value of Features Delivered

Cut It Off! It’s Ok!

Cut Off Project Here!



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-0.5

0

0.5

1.0

1.5

2.0

BY BY+1 BY+2 BY+3

DevelopmentEnhancementsLog.(Enhancements)Maintenance

Effect on the IT Spending Cost Curve



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Task OrdersFixed Cost, Variable Scope

Inspect and Adapt The Budget

JADIOC Release 2

Combined Acquisition Lifecycle


Maintenance

It 10 It 11 It 12

Release 3 Release 4

An Even More “Agile” Budgeting Process



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Acquisition Management

NOT Like This!


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Multi-Team Coordination

JADIOC Release 2

FEATURE TEAM 1


Maintenance

It 10 It 11 It 12

Release 3 Release 4

JADIOC Release 2

FEATURE TEAM 2


Maintenance

It 10 It 11 It 12

Release 3 Release 4

JADIOC Release 2

FEATURE TEAM(S) 3-n


Maintenance

It 10 It 11 It 12

Release 3 Release 4

SU

BS

YS

1S

UB

SY

S 2

SU

BS

YS

3-n

CO

MPO

NEN

T TE

AM

(S) 1

-N

Integration Every 2-3 Sprints



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BPR/BPE

UX/HCI

WS/SOA

APP SVCS

Component Team Scope of Responsibility

COMMON EA ESB/MTR

Feature Team Scope of Responsibility


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Feature Team Composition

GovernanceAnd SMEsContractor A or

Govt

DevelopersContractor B

TestersContractor C



36

Work in Development Enclaves

DevelopHere

DeployHere



37

Set Up A Collaborative Work Environment



38

Pragmatic Applications



39

Enterprise Adoption Patterns

Image from versionone.com



40

Grass Roots



41

Bottoms-Up



42

Top-Down



43

Transformational



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What To Do?

Agile Effects TheEntire Organization



45

What To Do?

Agile Adoption Requires A Fundamental Mindset Shift



46

What To Do?

PMBOK Compliant

CMMI

STOPLITERAL

INTERPRETATIONOF

STANDARDS



47

Think of TransformationIn Layers and Levels

Mat

urity

Lev

el

Process AreaOrg

Lvl

Project LevelProduct/Service Level

Product Portfolio LevelEnterprise Level



48

Get a Good Coach

via www.achievement.org





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Summary

PragmaticApplications

Three Switches Things To Do



50

Questions?



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Thank You!

Devin B. Hedge, PMP, CSMemail: [email protected]: @agiledevinweb: http://www.bigvisible.com


mailto:[email protected]

mailto:[email protected]

http://www.bigvisible.com

http://www.bigvisible.com

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What does it take to adopt agile in the Federal Government