What does it take to adopt agile in the Federal Government1. What does it take to adopt Agile in the
Federal Government?
Devin B. Hedge, PMP, CSM
Agile DC 2011
October, 26, 2011
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3. Things To Do
Three Switches
via www.rush.com
Pragmatic
Applications
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4. Three Switches
That Make Agile
Work in the
[Government]
Enterprise
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5. Enabling Culture
Organizational
Design
Policies And
Planning
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6. Shared Values
to ”
ve ed
a k
h a
u N
Yo et
“G
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7. 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
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8. 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
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9. Tribal Leadership
Stage Mood Theme Agile
Culture
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
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10. Tribal Leadership
Stage Mood Theme Agile
Culture
Innocent
5 “Life is great”
Wonderment
“We’re great”
4 Tribal Pride
(and they’re not)
“I’m great” Govt
3 Lone Warrior
(and you’re not) Culture
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
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11. Tribal Leadership
Stage Mood Theme Agile
Culture
Innocent
5 “Life is great”
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
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
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12. 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
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13. 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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14. 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
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15. 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
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16. Enabling Culture
Agile Methodologies
Agile Practices
Agile Principles
Agile Values
Tribal Leadership
Servant Leadership
Shared Values
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17. Organizational Design
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18. 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
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19. 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
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20. Policy and Planning
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21. People Development
The TEAM
is
Everything
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22. 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
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23. 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
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24. Why Variable Scope?
Eliminate Waste
and
Free Up Budget
$$$
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25. 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
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26. 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
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27. An Even More “Agile” Budgeting Process
Inspect and Adapt The Budget
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
Fixed Cost, Variable Scope Task Orders
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28. Acquisition Management
NOT Like This!
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29. Multi-Team Coordination
FEATURE TEAM 1
SUBSYS 1
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
FEATURE TEAM 2
COMPONENT TEAM(S) 1-N
SUBSYS 2
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
FEATURE TEAM(S) 3-n
SUBSYS 3-n
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
Integration Every 2-3 Sprints
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30. Feature Team Scope of Responsibility
BPR/BPE
UX/HCI
WS/SOA
APP SVCS
COMMON EA ESB/MTR
Component Team Scope of Responsibility
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31. Feature Team Composition
Governance
And SMEs
Contractor A or
Govt
Developers
Contractor B
Testers
Contractor C
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32. Work in Development Enclaves
Develop Deploy
Here Here
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33. Set Up A Collaborative Work Environment
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35. Enterprise Adoption Patterns
Image from versionone.com
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36. Grass Roots
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37. Bottoms-Up
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38. Top-Down
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39. Transformational
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40. What To Do?
Agile Effects The
Entire Organization
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41. What To Do?
Agile Adoption Requires A
Fundamental Mindset Shift
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42. What To Do?
CMMI
STOP
LITERAL
INTERPRETATION
OF
STANDARDS
PMBOK Compliant
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43. 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
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44. Get a Good Coach
via www.achievement.org
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45. Summary
Things To Do
Three Switches
Pragmatic
Applications
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46. Questions?
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47. Thank You!
Devin B. Hedge, PMP, CSM
email: dhedge@bigvisible.com
twitter: @agiledevin
web: http://www.bigvisible.com
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