Lean Methodologies When the Organization is the Product
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Hillary Hartley, 18F, @hillary Garren Givens, Presidential Innovation Fellows, @InnovFellows Jen Tress, 18F/GSA, @jdtress Noah Kunin, 18F - General Service Administration, @noahkunin Nick Brethauer, 18F, @nbrethauer Hillary Hartley offers an overview of 18F as a lean startup inside government with four case studies: — Presidential Innovation Fellowship as a lean startup – Garren Givens, Director, PIF Program — Hacking the Bureaucracy: Acquiring Talent – Jennifer Tress, 18F Talent Director — Hacking the Bureaucracy: Deploying Software – Noah Kunin, 18F Infrastructure Director — LeanUX for Organizational Growth – Nick Brethauer, 18F Designer
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Lean Methodologies When the Organization is the Product
- 1. Lean Organization 18F, a lean startup inside the federal government
- 2. Hillary Hartley Deputy Executive Director, 18F @hillary
- 3. What is 18F? A very brief history…
- 8. 18F will transform how the U.S. Government builds and buys digital services.
- 9. Be the change. lead by example instruction hands-on assistance 18F will transform how the U.S. Government builds and buys digital services...
- 10. 18F will transform how the U.S. Government builds and buys digital services... Think like a designer. human-centered approach user needs drive all decisions
- 11. 18F will transform how the U.S. Government builds and buys digital services... Data-driven. analytics to support user needs measure everything API-first
- 12. 18F will transform how the U.S. Government builds and buys digital services... Agile practices. build, measure, repeat quick feedback loops “fail small”
- 13. 18F will transform how the U.S. Government builds and buys digital services... Open by default. working in the open open source transparency & evangelism
- 14. Into the belly of the beast…
- 16. “Hacking Bureaucracy" Find innovators inside government who have solved similar problems Engage stakeholders early and often Set up a minimum viable product to get started quickly Give real users the process/solution from the beginning Learn with each moment and iterate our approach
- 17. “Hacking Bureaucracy" Find innovators inside government who have solved similar problems Engage stakeholders early and often Set up a minimum viable product to get started quickly Give real users the process/solution from the beginning Learn with each moment and iterate our approach Always stay aligned with the rules of the bureaucracy Formalize the process/solution for reuse
- 18. Garren Givens Director, Presidential Innovation Fellows @InnovFellows
- 19. Lean Organizational Design @innovfellows https://pif.gov
- 20. @InnovFellows2015 Lean Startup Conference
- 21. @InnovFellows2015 Lean Startup Conference
- 22. @InnovFellows2015 Lean Startup Conference
- 23. @InnovFellows2015 Lean Startup Conference
- 24. @InnovFellows2015 Lean Startup Conference
- 25. @InnovFellows2015 Lean Startup Conference
- 26. Apply to serve with the country’s top innovators today: pif.gov Follow us: @innovfellows
- 27. Jennifer Tress 18F, Talent Director @jdtress
- 28. Acquiring Talent at 18F Applying lean principles to government hiring
- 29. Call To Action: Grow...and fast Challenges ● Demand for services > pace of hiring ● Small, distributed team dedicated to Talent acquisition against a huge queue ● Processes and tools ● Innovating and hacking while complying ● Absorbing other functions to meet the needs of the team ● Start up culture conflicts with bureaucracy We were being agile, but we weren’t being agile. 15 founders March 2014 70 staff January 2015 150 staff October 2015 230 staff September 2016
- 30. What we build ● Problem statements via user stories ● Documentation of our assumptions ● Hypotheses ● MVPs to validate How we build it ● User research ● Collaborative, highly visible work systems ● Prioritization with a focus on shipping ● Holding retros to continuously improve The resolution Productize Talent & apply lean/agile philosophies
- 32. Example product: Communications - 18F Offer Letter User Story: As a candidate I want a written 18F congratulatory letter that is informative, engaging and motivating Hypothesis: If we have an exciting congratulatory letter, we will have a lower drop-out or decline rate and candidates will be more engaged throughout the process Metrics: ● Acceptance rate after receiving 18F congratulatory letter ● Engagement of candidate after letter (time it takes for candidate to respond to letter. Amount of content or expression of attitude
- 33. ...and moved to more complex problems
- 35. The results
- 36. Noah Kunin 18F, Infrastructure Director @noahkunin
- 37. Bureaucracy Hacking Our Way to the Cloud
- 40. Let's ship it!
- 41. Or not.
- 42. This isn't rocket science.
- 43. Is the launch checklist working?
- 44. The U.S. Government's Digital Launch Checklist
- 45. Records Management Privacy Act Records Schedule Paperwork Reduction Act Section 508 and Accessibility Standards Federal Acquisition Regulation Anti-deficiency Act Economy Act E-Government Act Computer Matching Act National Cyber Protection System Guidance for Agency Use of Third-Party Websites and Applications Social Media and Web-Based Interactive Technologies Office of Management Budget Circular A-130 Appendix 3 Federal Information Security and Management Act Federal Information Processing Standard (FIPS) 199 Federal Information Processing Standard (FIPS) 200 Federal Information Processing Standard (FIPS) 140-2 Special Publication 800-37 Special Publication 800-53 Revision 4 Special Publication 800-60 Volume 1 Special Publication 800-60 Volume 2
- 46. Special Publication 800-18 Special Publication 800-95 Special Publication 800-133 Special Publication 800-137 Special Publication 800-171 Trusted Internet Connection 2.0 Reference Architecture EINSTEIN Compliance FedRAMP OMB Guidance on third party websites and applications OMB Memo M-14-04 OMB Memo M-15-01 Pages in total: 4006
- 47. My friend, you can clearly see the intention of FIPS 140-2 Annex A was to deprecate SHA-1 on the lunar new year...
- 48. How long is this going to take?
- 49. 6 - 14 months to ship
- 52. Speed is the new security.
- 54. What's next?
- 55. More alerts
- 58. Nick Brethauer 18F, UX Designer @nbrethauer
- 59. Lean UX for Organizational Growth
- 60. How to build 18F in a lean way?
- 61. We believe that making it easy for anyone at 18F to engage with and self- organize around initiatives to build the organization’s practices and culture Will result in more and better-organized initiatives and sustainable growth. We’ll know we’re on the right track when we see organic propagation of development and design practices, increased knowledge sharing around the organization, it becomes easier for new working groups to start up, and easier for new hires to jump in and work on these initiatives
- 62. We believe that making it simple for anyone on staff to structure their work on organizational challenges in a lean way will result in more engagement, better solutions, and ultimately a better organization.
- 63. Lean UX components research and discovery problem framing understanding and prioritizing target users defining desired outcomes mapping assumptions creating hypotheses experimenting
- 64. Our UX designers can do this, but what about everyone else?
- 65. 1) Accessible lean UX framework 2) Minimize operational overhead challenges:
- 68. sprint = one quarter
- 69. user research wg outcomes 1) Project teams can easily and successfully recruit users 2) 18F product teams are able to successfully anticipate, understand, and deal with the Paperwork Reduction Act (PRA) 3) By the time they start working with us, our clients are aligned with our expectations, and are ready to participate fully in a user- centered design process
- 70. documentation wg outcomes 1) Improve the onboarding process so that new folks get up to speed faster, and know where to find the information they need 2) Make it easy for individuals and teams to share knowledge across the organization 3) Make it easy for staff to understand the state of projects and teams across the organization
- 71. a few 18F working groups Documentation Agile Agile design Front-end Dev/back-end Project management User research Diversity Values Visual design And many others…
- 72. Benefits 1. Simplicity makes it easy to start and structure a group 2. Self-documenting nature makes it easy for others to see what a group is working toward and why 3. Bureaucracy hack: making it easier to do, lowers barriers to participating = greater participation = more engagement & buy-in to the culture & practices 4. The approach reflects and reinforces our organizational values: lean, experimentation, outcomes and impact first 5. Encourages bottom up growth, which lets people work on the organization in the areas they are passionate about. People buy into what they’ve helped build
- 73. Benefits 1. Simplicity makes it easy to start and structure a group 2. Self-documenting nature makes it easy for others to see what a group is working toward and why 3. Bureaucracy hack: making it easier to do, lowers barriers to participating = greater participation = more engagement & buy-in to the culture & practices 4. The approach reflects and reinforces our organizational values: lean, experimentation, outcomes and impact first 5. Encourages bottom up growth, which lets people work on the organization in the areas they are passionate about. People buy into what they’ve helped build
- 74. Benefits 1. Simplicity makes it easy to start and structure a group 2. Self-documenting nature makes it easy for others to see what a group is working toward and why 3. Bureaucracy hack: making it easier to do, lowers barriers to participating = greater participation = more engagement & buy- in to the culture & practices 4. The approach reflects and reinforces our organizational values: lean, experimentation, outcomes and impact first 5. Encourages bottom up growth, which lets people work on the organization in the areas they are passionate about. People buy into what they’ve helped build
- 75. Benefits 1. Simplicity makes it easy to start and structure a group 2. Self-documenting nature makes it easy for others to see what a group is working toward and why 3. Bureaucracy hack: making it easier to do, lowers barriers to participating = greater participation = more engagement & buy-in to the culture & practices 4. The approach reflects and reinforces our organizational values: lean, experimentation, outcomes and impact first 5. Encourages bottom up growth, which lets people work on the organization in the areas they are passionate about. People buy into what they’ve helped build
- 76. Benefits 1. Simplicity makes it easy to start and structure a group 2. Self-documenting nature makes it easy for others to see what a group is working toward and why 3. Bureaucracy hack: making it easier to do, lowers barriers to participating = greater participation = more engagement & buy-in to the culture & practices 4. The approach reflects and reinforces our organizational values: lean, experimentation, outcomes and impact first 5. Encourages bottom up growth, which lets people work on the organization in the areas they are passionate about. People buy into what they’ve helped build
- 77. Thank you! Questions? @18F https://18f.gov
Notas do Editor
- In the beginning…
- there was the P.I.F. program — an initiative to bring the best and brightest into government for short “tours of duty” to work on projects with the potential to save lives, save taxpayer money, fuel job creation, and generally make government better.
- During its 2nd year, the Fellowship was operationalized inside the G.S.A. and there was growing discussion about how to bring folks in for longer than 6-12 months. [ GSA is a federal agency that employs about 20,000 people across the country. It handles government wide policy, real estate, procurement, and is basically the admin & operations team for the federal government. ]
- About one year ago, there were several of us wrapping up our six-month Fellowships who felt we weren’t quite done with our time in government… and 18F was born.
- 18F is a digital consultancy FOR the U.S. government INSIDE the U.S. government. We are federal employees working alongside innovators in other federal agencies. And FYI, the name is an homage to “30 Rock” — GSA headquarters in DC are at 18th & F streets.
- Over the last year, we've embarked on a mission to transform the way the U.S. Government builds and buys digital services. We’re currently working with about a dozen agencies to help them deliver on their missions in a design-centric, agile, open, and data-driven way.
- In order to transform how the U.S. Government builds and buys digital services… We intend to lead by example, by instruction, and with hands-on assistance.
- We believe that user-centered design can fundamentally change the experience you have with your government. We’re trying to build only what people really need, nothing more. User needs are the driver for all decisions. The real kicker here is user needs, not stakeholder or government needs.
- We use metrics and analytics to augment our user research. We measure everything, including ourselves. We do more than make websites; we enable the discovery of information. Whenever possible, we think “API first” and lead with data.
- We are not a “capital A” Agile shop, but agile and lean methodologies drive our work. We believe in delivering early and often. We build something small; learn by validating with real people; and “rinse and repeat.” Quick feedback loops with stakeholders mean big failures never happen.
- We are open by default — both what we make and how we work. We’re coding and designing in the open thanks to Github; we use and build open source code by default; and we’re evangelizing our methods and practices across the Federal Government.
- Building our “start-up” inside the federal bureaucracy, started by integrating with the federal bureaucracy.
- Historically, hiring and software deployment practices inside the Federal Government have posed significant challenges for agile and user-centered software developers. Based on our experience and the experience of others inside government, hiring can take as long as 6 to 9 months, and the approval process for an initial software deployment can take as long as 6 to 14 months. As you can imagine, these processes need to take weeks, not months.
- 18F is approaching hiring and software deployment in the same agile, open, user-centered way that we approach all of our projects. The first few probably sound familiar… You need a stakeholder, a client, a prototypical user for which you can Create an MVP Get real people using it Learn and iterate
- These last two are probably unique to doing Lean INSIDE a very very large organization. We’ve learned that two things have helped us get traction fast: It’s ok to hack your way around the rules, but you must stay aligned with them. And as soon as something works, formalize it, and memorialize it for reuse. And, as ever, learn and iterate!
- High-level overview: We are recruiting entrepreneurs, designers, developers, and industry leaders to work as change agents inside the U.S. government. Talk about how the program was started in 2012 by Todd Park, to see what would happen.
- This is what people normally think of when they think about government.
- My name is Garren Givens, I’m the Director of the Presidential Innovation Fellows Program. It is in the national interest for the Federal Government to attract the brightest minds skilled in technology or innovative practices to serve in the Federal Government to work on some of the Nation's biggest and most pressing challenges. Our program encourages successful entrepreneurs, executives, and innovators to join the Federal Government and work in close cooperation with Federal Government leaders, to create meaningful solutions that can help save lives and taxpayer money, fuel job creation, and significantly improve how the Federal Government serves the American people. My team and I were hired by the Obama Administration to take this promising idea, and make it a permanent part of our government. Today I want to talk to you about how we applied the Lean Startup playbook to achieve our Goals.
- The way you design your organization matters; good org design protects the principles and product on which your company is based, and should reflect how you do business; in our case, we follow human centered design, and Lean Startup principles; this means that good Org Design is based on these same concepts of iteration and continuous improvement
- Great Organizational Design starts as Lean MVPs, just like creating Product; many of the features you put into an organization are just that, features. How did we learn this? after our initial launch, rather than adding more elements to the program, we actually started pairing it down — similar to how the artist Brancusi created his sculptures. By eliminating features, you get down to true essence of an organization — separating nice to haves, like sanks in the office; or even salary assumptions, from “Need to haves” like the ability to tackle meaningful problems; or have a uniquely Washington D.C. experience.
- a. Organizations, like products should be constantly evaluated for effectiveness; Success metrics are not just internal such as employee satisfactions — but should extend to the mission; is your recruiting timeline impacting delivery? do your employees have the tools they need? b. To be effective, your organization should be structured so as to create feedback loops; In the case of a Fellowship, there are natural breaks between “cohorts”; but we that we weren’t getting or incorporating feedback fast enough if we were only on boarding Fellows once per year. c. Rolling admissions helped us to learn what is working, and what isn’t — and immediately turn those learnings into actionable insights to make new Fellows more effective from day 1. Companies should think about stand ups, or formal reviews as a way to learn more about themselves.
- Finally Ensure that management knows that your organization is a work in progress; reinforce this point in meetings with both leadership and employees. Just listen to how our CEO describes the PIF program.
- Include REFERRAL CODE here (get from Nathan O. or Puja B.)
- High-level overview: We are recruiting entrepreneurs, designers, developers, and industry leaders to work as change agents inside the U.S. government. Talk about how the program was started in 2012 by Todd Park, to see what would happen.
- High-level overview: We are recruiting entrepreneurs, designers, developers, and industry leaders to work as change agents inside the U.S. government. Talk about how the program was started in 2012 by Todd Park, to see what would happen.
- 18F is a digital consultancy FOR the U.S. government INSIDE the U.S. government. We are transforming government from the inside out, creating cultural change via infrastructure, consulting, and of course, delivery. We are federal employees working alongside innovators in other federal agencies. And FYI, the name is an homage to “30 Rock” — GSA headquarters in DC are at 18th & F streets. Also the only name we brainstormed the lawyers let us have.
- Background - working at the center of technology, transparency, and accountability.
- So, enough background, let's skip ahead to the problem statement we're discussing today. Both at my last agency, the CFPB, and at 18F, by hiring the right people, we quickly produced a tremendous amount of quality software we wanted to ship, to improve Government's service to the public. In our naivete, we thought we had the solved the problem - we had the people we had the product, now we just had to get it out there. What's missing from this picture? Cargo ships! Industry's new favorite analogue for shipping into production these days. Let's get some ships, get that software out there! Well, we'd ship into production, and guess what kept happening.
- Yeah. And we discovered it wasn't just our problem. This was a problem across Government - from HealthCare.gov being the obvious case, to Immigration, the VA, State - no one was succeeding at shipping, regardless of the quality of their people or process! Why?
- This wasn't rocket science after all - and we, the Government, should know right?
- So, let's review - if we're having a failure during launch, maybe there's something wrong with our launch checklist?
- Well, let's take a look right now, maybe we can identify the problem.
- Such a checklist makes me qualified to some weird Talmudic scholar of Federal IT compliance, but it doesn't really speak to the quality assurance and performance testing problems associated with shipping software in the Federal government.
- And you know, since we don't have one of these, it would be nice to know how long that process is going to take. Now, it may not be all that surprising that Government doesn't keep data on this. But I've worked across a wide swatch of Federal Government over the past 5 years, and spoken to many of colleagues and person on their iteration times, for either a major or minor release.
- The answer.
- Which means by the end of that process, my dev team looks like this. I shouldn't need to explain why this is a death sentence when it comes to effective technology solutions, but in a talk about compliance, I will anyway.
- It's part and parcel of not just the failure around shipping into production we discussed earlier, but in failing compliance itself. Most of the time, we failed due to a lack of velocity - a lack of agility, a lack of getting change into the system. This is particularly true, when it comes to our compliance around security.
- Agility, velocity, is the most important defense when it comes to security. If you don't want to get hit, if you don't want to get hurt, invest in speed. Time to patch, time to rebuild from a clean baseline, time to correlate a log or a sensor - these are the security "controls" that will last you into the future. Let's now focus on one of those checklist items I showed you, and re-frame it as a capability we need to increase our agility of.
- Conduct exercises for Incident response and Contingency planning.
- Incident response and contingency planning
- High-level overview: We are recruiting entrepreneurs, designers, developers, and industry leaders to work as change agents inside the U.S. government. Talk about how the program was started in 2012 by Todd Park, to see what would happen.