What does it take to adopt agile in the Federal Government

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

Devin B. Hedge, PMP, CSM
Agile DC 2011
October, 26, 2011

© 2011 BigVisible Solutions, Inc.. All Rights Reserved

Thursday, October 27, 11


2


Things To Do
Three Switches
via www.rush.com

Pragmatic
Applications


8


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



Enabling Culture

Organizational
Design

Policies And
Planning



Shared Values

to ”
ve ed
a k
h a
u N
Yo et
“G


13


Servant Leader

I. Person of Character

II. Puts People First

III. Skilled Communicator

IV. Compassionate Collaborator

V. Has Foresight

VI. Systems Thinker

VII. Leads with Moral Authority

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


14


Tribal Leadership

Stage Mood Theme
Innocent
5 “Life is great”
Wonderment

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

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

Apathetic
2 “My Life ‘stinks’”
Victim

Despairing
1 “Life ‘stinks’”
Hostility
from Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization by Dave Logan, John King & Halee Fischer-Wright


15


Tribal Leadership

Stage Mood Theme Agile
Culture
Innocent
Wonderment

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

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

Apathetic
Victim

Despairing
Hostility


15


Tribal Leadership

Culture
Innocent
Wonderment

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

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

Apathetic
Victim

Despairing
Hostility


15


Tribal Leadership

Culture
Innocent
Wonderment
Leadership
Gap
“We’re great”
4 Tribal Pride
(and they’re not)

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

Apathetic
Victim

Despairing
Hostility


15


Agile Values

Manifesto for Agile Software Development
We are uncovering better ways of developing

This requires a Level 4-5 Culture
This takes more discipline

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 James Grenning Robert C. Martin
Mike Beedle Jim Highsmith Steve Mellor
Arie van Andrew Hunt Ken Schwaber
Bennekum Ron Jeffries Jeff Sutherland
Alistair Cockburn Jon Kern Dave Thomas
Ward Cunningham Brian Marick
Martin Fowler Source: http://www.agilemanifesto.org


16


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!


17


Agile Development Practices

Maintain a code repository
Automate the build
Make the build self-testing
Everyone commits to the baseline every day
Every commit (to baseline) should be built
Keep the build fast
Test in a clone of the production environment
Make it easy to get the latest deliverables
DON’T DO THESE Everyone can see the results of the latest build
AND YOU ARE Automate deployment
DOOMED!!!

Photo by KaiChanVong

18


Pick The Right Agile Methodology

Lean Management DSDM
Program/portfolio Focused, Multiple Teams

AgileUP

Kanban
Project Focused, Multiple Teams

Scrum
Project Focused, Single Team

? Scrum of Scrums
Project Focused, Multiple Teams


19


Enabling Culture

Agile Methodologies

Agile Practices

Agile Principles

Agile Values

Tribal Leadership

Servant Leadership

Shared Values


20


Organizational Design


21


Typical [Government] Org Design

90+% of All Govt
Services/Products
Are IT Related

SERVICE/PRODUCT SERVICE/PRODUCT
DELIVERY DELIVERY???
LOBs OCIO

S1 S2 S3 DEV OPS etc


22


Agile [Government] Org Design

System Development Team Product Support Team
OCIO
Service Development Team OCTO
LOB Owners

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


23


Policy and Planning


24


People Development

The TEAM
is
Everything


25


Look Familar?

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

26


Agile Budgeting
The plan creates cost/ The Vision Creates
schedule estimates feature estimates

Fixed Features Cost Date
Value-
Driven
($)

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


27


Why Variable Scope?

Eliminate Waste
and
Free Up Budget
$$$


28


Cut It Off! It’s Ok!

Cut Off Project Here!

Combined Acquisition Lifecycle
IOC Release 2 Release 3 Release 4 Maintenance
JAD
It 1 It 2 It 3 It 4 It 5 It 6 It 7 It 8 It 9 It 10 It 11 It 12

Relative Value of Features Delivered


29


Effect on the IT Spending Cost Curve

2.0

1.5

1.0

0.5

0

-0.5
BY BY+1 BY+2 BY+3

Development
Enhancements
Log.(Enhancements)
Maintenance

30


An Even More “Agile” Budgeting Process

Inspect and Adapt The Budget

Combined Acquisition Lifecycle
JAD

Fixed Cost, Variable Scope Task Orders


31


Acquisition Management

NOT Like This!


32


Multi-Team Coordination

FEATURE TEAM 1
SUBSYS 1

JAD

FEATURE TEAM 2

COMPONENT TEAM(S) 1-N
SUBSYS 2

JAD

FEATURE TEAM(S) 3-n
SUBSYS 3-n

JAD

Integration Every 2-3 Sprints
33


Feature Team Scope of Responsibility

BPR/BPE

UX/HCI

WS/SOA

APP SVCS

COMMON EA ESB/MTR

Component Team Scope of Responsibility


34


Feature Team Composition

Governance
And SMEs
Contractor A or
Govt

Developers
Contractor B

Testers
Contractor C

35


Work in Development Enclaves

Develop Deploy
Here Here


36


Set Up A Collaborative Work Environment


37


Pragmatic Applications


38


Enterprise Adoption Patterns

Image from versionone.com


39


Grass Roots


40


Bottoms-Up


41


Top-Down


42


Transformational


43


What To Do?

Agile Effects The
Entire Organization


44


What To Do?

Agile Adoption Requires A
Fundamental Mindset Shift


45


What To Do?

CMMI

STOP
LITERAL
INTERPRETATION
OF
STANDARDS
PMBOK Compliant


46


Think of Transformation
Maturity Level In Layers and Levels

Enterprise Level
Product Portfolio Level

l
Lv Product/Service Level
rg
Project Level
O

Process Area

47


Get a Good Coach

via www.achievement.org


48


Summary
Things To Do
Three Switches

Pragmatic
Applications


49


Questions?


50


Thank You!

Devin B. Hedge, PMP, CSM
email: dhedge@bigvisible.com
twitter: @agiledevin
web: http://www.bigvisible.com


51


What does it take to adopt agile in the Federal Government

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