Successfully navigating the Agile journey in government

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Verity Wade
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2 Successfully navigating the Agile journey in government Breakout Session: Yes, Government Can Successfully Contract for Agile Here s How Presented by: Howard Byrd and John O Leary Date: July 24, 2017 Time: 4 pm 1

3 Waterfall vs. Agile Waterfall Design Requirements-based The Contract is King The contractor builds the software Adjustments along the way are costly failures Contract (change orders) Success (or failure) happens all at once at the end Agile Discovery-based The Relationship is Critical The software is jointly built by contractor and business partners Adjustments are an expected part of the process Iterative work, frequent demos show progress toward working software 2

4 More Federal IT projects describe themselves as Agile or Iterative To know more, read 3

5 Try again. Fail again. Fail better. - Samuel Beckett 4

6 The Agile Journey More than just a SDLC Is Agile right for this problem? What kind of Agile? Structuring the RFP Writing the Contract / Defining the Partnership Contract Administration: Monitoring the Partnership Project completion and what comes after? Software Development Life Cycle Building Working Software: Scrums of Fun 5

7 SDLC vs. Acquisition Cycle Waterfall Defined requirements RFP SOW/PWS - Iron Triangle Price, Specs, Delivery Date Built by Vendor Monitor Contract Defined sequential development phases Testing comes at the end Defined transition to O&M Agile Business need/vision RFP SOW/PWS - how agile will be used Built through Collaboration Monitor Partnership Iterative cycles Demos, Milestones Contemplates future development/enhancements 6

8 Waterfall: Easier to procure, often harder to succeed The Waterfall / RFP /contract process lines up with traditional government procurement and budgeting The Agile process can be a challenge to price up front The false security of contractually agreed upon Price Specs Date Agile demands high level of trust 5

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10 There is a larger problem and that is the way the federal government does procurement and IT is just generally not very efficient. President Obama 9

11 Starting off on the right foot- when is agile the right approach? Exact functionality not clear Is Agile right for this problem? What kind of Agile? Project scope, timeframe, and type of software all play into decision Agreement between user, IT, and business office True agile or hybrid approach 10

12 Vendor Selection should match your goals Aligns with the selected approach Structuring the RFP Identify capability and partnership Videos, demos, and oral presentations, other non-traditional evaluation approaches 11

13 Waterfall: A wall between business users and IT developers Business Users IT Developers 12

14 A contract that defines a partnership Anticipates change Writing the Contract / Defining the Partnership Supports required collaboration/accountability Contemplates what done means Defines a plan B upfront 13

15 Don t design in a vacuum Listening to the users needs makes adoption easier 14

16 Actually building the software Requires buyer commitment/seller capability Contract Administration: Monitoring the Partnership Buyer and seller team must actively participate: governance structure, Product Owner, business SMEs. Agile is not chaos, it is not a magic bullet, it is not a license to continuously change your mind 15

17 This meets specifications and doesn t work! 16

18 Project completion: What is the definition of done? What comes after done? Project completion and what comes after? The backlog Planning for improvements on the MVP Transition 17

Major federal software projects getting shorter To know more, read https://dupress.

19 Major federal software projects getting shorter To know more, read 18

20 The Agile Journey Many Ways to Fail Is Agile right for this problem? What kind of Agile? Structuring the RFP Writing the Contract / Defining the Partnership Contract Administration: Monitoring the Partnership Project completion and what comes after? Software Development Life Cycle Building Working Software: Scrums of Fun 19

Howard Byrd & John O Leary Email: hbyrd@deloitte.

21 Howard Byrd & John O Leary hbyrd@deloitte.com jpoleary@deloitte.com 20

Topics to be covered. Commercial Levers Available to the PM to Manage Agile project delivery

Topics to be covered. Commercial Levers Available to the PM to Manage Agile project delivery Commercial Levers Available to the PM to Manage Agile project delivery Ash Forrester & Nick Semple, PA Consulting Group CCR: Strategic & Business Management 2016 Building Leaders for Business Topics to