A Journey Through Agile in the Government
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My journey through Agile in the Federal Govt
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A Journey Through Agile in the Government
- 1. A Journey through Agile in the Federal Government
- 2. Richard Cheng - @RichardKCheng • From the American version of Ottawa • Agile trainer & coach • CST, PMP, PMI-ACP • Founder & executive committee member of Agile Delivery for Agencies, Programs, and Teams (ADAPT) • Experience in Federal and commercial Agile transformations
- 3. 2008 – Motley Fool
- 5. Team 34
- 7. 2009 – Office of Personnel Management
- 8. "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
- 9. Scrum Overview Product Vision Roadmap Plan Day Sprint … … … Plan Day Day Daily Scrum Review Retro Sprint Plan Review Retro Idea Initiation Release Release Release Plan Plan Time
- 10. Identify the Value Previous efforts tried to do a lot:
- 12. Scrum Overview Product Vision Roadmap Plan Day Sprint … … … Plan Day Day Daily Scrum Review Retro Sprint Plan Review Retro Idea Initiation Release Release Release Plan Plan Time
- 13. Results Shifted focus from writing about how we’re going to write the feed specifications, to actually developing the feed specifications Published the Guide to Retirement Data Reporting o Delivered a real-world working solution vetted by external and internal Federal retirement SMEs o Retirement Data Viewer *see http://www.slideshare.net/RichardChengExcella/agile-at-opm
- 14. 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
- 17. 2010 – USAJOBS
- 18. Scrum Overview Product Vision Roadmap Plan Day Sprint … … … Plan Day Day Daily Scrum Review Retro Sprint Plan Review Retro Idea Initiation Release Release Release Plan Plan Time
- 19. USAJOBS 3.0 Product Vision • Own our data • Own our website Product Vision Roadmap Idea
- 20. The Good and the Bad The good: oOn time, on budget oMoved 4.3 TB of data from legacy to new system with very few errors and no data loss oAll 11 interconnected systems successfully passed data back and forth with no errors The bad: oUsers were required to reset their passwords oCapacity issues caused system delays and outages for weeks before a cloud solution could be put into place oSearch configuration was incomplete due to acceptance testing with only a small data subset * http://www.slideshare.net/RichardChengExcella/agile-and-usajobs-product- ownership
- 21. What I learned USAjobs.gov struggles after feds take it back from Monster.com – Computer World, Oct 2011 Web site for federal job seekers continues to frustrate many users – Washington Post, Oct 2011 USAJobs snafu focus of House hearing – Washington Post, Nov 2011 OPM says USAJobs recovered from 'death spiral’ – Federal News Radio, Nov 2011
- 22. 2011 – ADAPT
- 23. Dept. of Defense 10 Point Plan
- 24. Building our ADAPT Community
- 25. Key Issues Contracts and Procurement • Governance • Scaling • Culture and Legacy
- 26. Agile and Federal Contracts Agile Projects Iteration 1 Iteration 2 Iteration 3 ….. BPA / IDIQ Task Order 1 Task Order 2 Task Order 3 …..
- 29. 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
- 30. Missed Deadline? 1400 1200 1000 800 600 400 200 0 Work Remaining Project Due Date
- 31. Key Issues • Contracts and Procurement Governance • Scaling • Culture and Legacy
- 32. Agile and EVM • EVM is not inherently anti-Agile • Problems o Phase based on a waterfall SDLC o Baselining o Measurement of value
- 33. Agile and EVM Req Design Dev From this to this… Requirements Release QA EVM Timeline Development Development EVM Timeline Sprint 1 To this…. Sprint 2 Sprint 3 Sprint N … EVM Timeline
- 34. EVM Focus Product Vision Roadmap Plan Day Sprint … … … Plan Day Day Daily Scrum Review Retro Sprint Plan Review Retro Idea Initiation Release Release Release Plan Plan Time
- 36. Key Issues • Contracts and Procurement • Governance Scaling • Culture and Legacy
- 37. Scaled Agile Framework™ Big Picture
- 38. Key Issues • Contracts and Procurement • Governance • Scaling Culture and Legacy
- 41. Right about here
- 42. Other Agencies
- 43. The Future
- 44. The Future
- 45. Contact Information Richard K Cheng richard.cheng@excella.com 703-967-8620 http://www.excella.com Twitter: @RichardKCheng
Hinweis der Redaktion
- Why depressing –
- Depressing No game room No alcohol Had to wear a suit and time
- 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
- The good: On time, on budget Moved 4.3 TB of data from legacy to new system with very few errors and no data loss All 11 interconnected systems successfully passed data back and forth with no errors The bad: Users were required to reset their passwords Capacity issues caused system delays and outages for weeks before a cloud solution could be put into place Search configuration was incomplete due to acceptance testing with only a small data subset
- What we’ve done Shared success stories Helped provide thought leadership Current efforts – Agile contracting and procurement Understanding agility
- 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.
- What we’ve done Shared success stories Helped provide thought leadership Current efforts – Agile contracting and procurement Understanding agility
- Shows similarity between Agile Projects and how BPA/IDIQ contracts are structured
- What we’ve done Shared success stories Helped provide thought leadership Current efforts – Agile contracting and procurement Understanding agility
- What we’ve done Shared success stories Helped provide thought leadership Current efforts – Agile contracting and procurement Understanding agility
- 2008 Al Tarasiuk