The State of the Federal IT Market 2018

THE STATE OF THE
FEDERAL IT MARKET
2018
ACCENTURE FEDERAL SERVICES

2 | Copyright © 2018. All rights reserved.
It is not keeping pace with rapid technology change
0
Role of technology in your personal life
Your agency’s mission and business operations
Your agency’s IT operating model
Significant Change
Your agency’s IT organizational structure
Your agency’s IT infrastructure
Your agency's overall IT strategy
10 20 30 40 50 60
Transformative Change
Role of technology in your personal life
Your agency’s overall IT strategy
Your agency’s IT infrastructure
Your agency’s IT organizational structure
Your agency’s IT operating model
Your agency’s mission and business operations
Over the past five years, how would you rate the amount, pace and scope
of change in the following areas?
0 10 20 30 40 50 60
Significant change Transformative change

Focusing on business continuity over Agility, CX & Innovation
Protecting agency from outside threats/cyber attacks
Protecting agency from insider threats/security breaches
Ensuring mission readiness through continuity of operations
Ensuring mission readiness with 24x7 availability through high fault tolerance
Ensuring business systems and processes are built to easily
address changes in mission requirements and policies
Providing field workers with remote, on-demand access to
mission-specific enterprise systems and data
Providing employees with an integrated, complete view of the customer
relationship to improve service delivery
Integrating, automating and digitizing key processes and services
Providing citizens with a multichannel user experience
Applying emerging technologies to enable innovative operating models
Using emerging technologies to create or enable
innovative mission-oriented products and services
How effectively does your agency’s IT organization collaborate with mission, business & operations stakeholders to
pursue or execute the following activities?
Good
Superior
0 10 20 30 40 50 60 700
Protecting agency from outside threats/cyber attacks
Providing field workers with remote, on-demand access to
mission-specific enterprise systems and data
Ensuring business systems and processes are built to easily address
changes in mission requirements and policies
Ensuring mission readiness with 24x7 availability through high fault tolerance
Ensuring mission readiness through continuity of operations
Protecting agency from insider threats/security breaches
10 20 30 40 50 60 70
Providing employees with an integrated, complete view of the
customer relationship to improve service delivery
Integrating, automating and digitizing key processes and services
Providing citizens with a multichannel user experience
Applying emerging technologies to enable innovative operating models
Using emerging technologies to create or enable innovative
mission-oriented products and services

MostFederalITorganizationsidentifyasenablers,notchangeagents
Other
Business Process Optimizer (A group that uses a disciplined approach
to identify, design, execute, document, measure, monitor, and control
both automated and non-automated business processes to achieve
consistent, targeted results aligned with an organization)
Change Agent (A team that helps an organization transform itself by
focusing on such matters as operational innovation and organizational
effectiveness, improvement, and development)
Mission Enabler (One whose capabilities, forces, and resources
contribute directly to the success of the mission)
Trusted Utility (Provides underlying or enabling services to business
customers/citizens with consistent quality, stability and reliability required
for continuous, fault-free operations)
Which of the following statements best describes your agency’s role?
0 10 20 30 40 500%
2%
Trusted Utility (provides underlying or enabling services to
busines customers/citizens with consistent quality, stability
and reliability required for continuous, fault-free operations)
10% 20% 30% 40% 50%
24%
Mission Enabler (One whose capabilities, forces, and
resources contribute directly to the success of the mission)
46%
Change Agent (A team that helps an organization transform
itself by focusing on such matters as operational innovation and
organizational effectiveness, improvement, and development)
7%
Business Process Optimizer (A group that uses a
disciplined approach to identify, design, execute, document,
measure, monitor, and control both automated and non-auto-
mated business processes to achieve consistent, targeted
results aligned with an organization)
20%
Other

Funding, cyber & legacy biggest constraints
Ineffective collaboration & communications
Cybersecurity concerns
Organizational silos
Skill shortage
Restrictive policies & reporting mandates
Procurement bottlenecks
Insufficient funding
Poor IT planning & governance processes
Data sprawl (poor or inconsistent system—and
software-level security)
Data sprawl (fragmented data management that contributes
directly to data inaccessibility, storage inefficiencies)
Poorly designed application & data integration
Reliance on legacy technology
To what extent do the following factors pose a challenge to your department’s ability to support your agency’s mission goals?
Very challenging
Extremely challenging
0 5 10 15 20 25 30 35 40 45 500Very challenging 5 10 15 20 25 30 35 40 45 50
Ineffective collaboration & communications
Cybersecurity concerns
Organizational silos
Skill shortage
Restrictive policies & reporting mandates
Procurement bottlenecks
Insufficient funding
Poor IT planning & governance processes
Data sprawl (poor or inconsistent system - and software level...)
Data sprawl (fragmented data management that contributes...)
Poorly designed application & data integration
Reliance on legacy technology
Extremely challenging

Need to go beyond reporting to become a better collaborator
Transform mission & business requirements into
compelling business cases for new IT investment
Collaborate with mission, business & operations
stakeholders to set IT priorities
Communicate the organization’s IT strategy to
mission, business operations stakeholders
Report upon performance to mission, business
and operations stakeholders
How effectively does your agency’s IT organization collaborate with mission,
business and operations stakeholders to pursue or execute the following activities?
0 5 10 15 20 25 30 35 40 45
Good
Superior
0
Good
5 10 15 20 25 30 35 40 45
Transform mission business requirements into
compelling business cases for new IT investment
Collaborate with mission, business
operations stakeholerd to set IT priorities
Communicate the organization’s IT strategy to
mission, business operations stakeholders
Report upon performance to mission, business
and operations stakeholders
Superior

Current reporting focus is on uptime, not outcomes
Overall budget
Project budgets
On-time delivery rates
Quality metrics
(downtime, defect rates)
End-user satisfaction
Other
Solution performance or impact
(cost-savings generated, improved customer satisfaction)
Cybersecurity metrics
(attempted intrusions deflected)
What type of performance metrics does your IT organization effectively track and report upon?
0% 10% 20% 30% 40% 50% 60% 70%0%
2%
10% 20% 30% 40% 50% 60% 70%
Other
Solution performance or impact
(cost-savings generated, improved customer satisfaction)
38%
End-user satisfaction 46%
Cybersecurity metrics
(attempted intrusions deflected)
59%
Quality metrics (downtime, defect rates) 55%
Overall budget 57%
On-time delivery rates 36%
Project budgets 51%

View IT transformation as higher priority than
empowering business users
Agile DevOps
Commercial cloud infrastructure
Shared services centers of excellence
Self-service business analytics
Design Thinking
Technology Business Management
SaaS digital (low-code) platforms
How important are the following to accelerating your agency’s IT function’s ability to quickly deliver
effective solutions that meet your agency’s organizational needs?
0 10 20 30 40 50 60
Very important
Essential
0
Very important
10 20 30 40 50 60
Agile DevOps
Design thinking
Technology business management
Essential

Adopting new IT models faster than emerging business services
Agile DevOps
Design Thinking
Which best describes the extent of your agency’s adoption of the following?
0 10 20 30 40 50 60 70
Partially adoptedPiloting Fully adopted
0
Agile DevOps
Design thinking
Piloting
10 20 30 40 50 60 70
Partially adopted Fully adopted

Half of agencies are seeing significant success pivoting to the new
Agile DevOps
Design Thinking
How successful is your agency’s adoption of the following?
0 10 20 30 40 50
Mostly successful
Very successful
0
Agile DevOps
Design thinking
Mostly successful
10 20 30 40 50
Very successful

Adoption meets or exceeds expectations
Agile DevOps
Design Thinking
To what extent has your adoption of the following met expectations at your agency?
0 10 20 30 40 50 60 70 80
Exceeded expectationsMatched expectations Greatly exceeded expectations
0
Agile DevOps
Design thinking
Matched expectations
10 20 30 40 50 60 70 80
Exceeded expectations Greatly exceeded expectations

Agile—pro’s con’s
Ability to manage changing priorities
Increased team productivity
Accelerates the delivery of business value
Improved product quality
Integrate mission/business/operations
stakeholders in solution development
Improved project visibility
Benefits are insignificant
What are the biggest benefits of Agile DevOps?
0 10 20 30 40 50 60
0
10 20 30 40 50 60
Other (SPECIFY)
0
10 20 30 40 50 60
Other (SPECIFY)

Agile—pro’s con’s
Conflicts with legacy procurement and contracting
Organization resistance to change
Insufficient training or skills
Lack of experience with agile methods
Agency philosophy/culture clashes
with core agile values
Lack of management support
What are the biggest drawbacks of Agile DevOps?
0 5 1510 20 25 30 35 40 45
0 5 10 15 20 25 30 35 40 45
Conflicts with legacy procurement
and contracting
Organization resistance to change
Insufficient training or skills
Lack of experience with Agile methods
Agency philosophy/culture clashes
with core agile values
Lack management support
Other (SPECIFY)

Federal journey to the cloud just getting started
What percent of your agency’s computing environment relies on Commercial Cloud Infrastructure?
0
5
15
10
20
25
30
35
4040
35
30
25
20
15
10
5
0
Unsure None 1-25% 26-50% 51-75% 76-100%Unsure None 1-25% 26-50% 51-75% 76-100%

Cloud—pro’s con’s
Better scalability performance
Cost savings/lower total of ownership
Faster provisioning deployment
Supports more innovative adaptive solutions
Better reliability fault tolerance
Improved security
Shift focus to more strategic requirements
No long-term commitment
What are the biggest benefits of Commercial Cloud Infrastructure?
0 10 20 30 40 50 60
0
Better scalability performance
Improved security
Better reliability fault tolerance
Supports more innovative adapative...
Faster provisioning deployment
Cost savings/lower total of...
10 20 30 40 50 60
Shift focus to more strategic requirements
No long-term commitment

Cloud—pro’s con’s
Potential security issues
Vulnerable to hacks and threats
Vendor or ecosystem lock-in
System latency
Data transfer costs
Possible downtime/service outages
Technical skills shortage
Inflexibility of some cloud apps
What are the biggest drawbacks of Commercial Cloud Infrastructure?
0 10 20 30 40 50 60 70
0
Potential security issues
Possible downtime/service outages
Data transfer costs
System latency
Vendor or ecosystem lock-in
Vulnerable to hacks and threats
10 20 30 40 50 60 70
Technical skills shortage
Inflexiblility of some cloud apps
Other (SPECIFY)

Shared services—pro’s con’s
Process standardization
Cost reduction
Improved productivity/efficiency
Scalability
Improved service levels
Technical, service or process innovation
Increased focus on core business activities
Improved access to scarce talent
What are the biggest benefits of Shared Services and Centers of Excellence?
0 10 20 30 40 50 60
0
Process standardization
Technical, service or process innovation
Improved service levels
Scalability
Improved productivity/efficiency
Cost reduction
10 20 30 40 50 60
Increased focus on core business...
Improved access to scarce talent

Shared services—pro’s con’s
Departments may need to
compromise on specialized needs
Support services may be less accessible to or
appropriate for departmental staff (e.g., HR)
Reduced control of admin services for
participating departments
Move to centralized location disrupts
service flow
Failure to coordinate demand and
supply of service
High implementation and transition costs
What are the biggest drawbacks of Shared Services and Centers of Excellence?
0 10 20 30 40 50 60
0
Departments may need to
compromise on specialized needs
High implementation and transition costs
Failure to coordinate demand and
supply of service
Move to centralized location
disrupts service flow
Reduced control of admin services for
participating departments
Support services may be less accessible
to or appropriate for departmental...
10 20 30 40 50 60
Other (SPECIFY)

The State of the Federal IT Market 2018

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