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1 Leading SAFe / Agile in Government for Executives: Overview January 2017 SuZ Miller, Eileen Wrubel SEI Agile in Government Team Optional Inner Title Slide Name optional 2016 Carnegie Mellon University Distribution A: Approved for public release and unlimited distribution. 1

SEI AIG 2016-2020: Focus on Transition of Agile

Contractors Presentation Title Date 00, 2016 2016

2 SEI AIG : Focus on Transition of Agile Concepts/Skills to Acquisition Staff Who Use Agile Contractors Presentation Title Date 00, Carnegie Mellon University [Insert Distribution Statement Here] 2

3 If Agile is So Great, Why Aren t All Programs Adopting? 3

4 SEI/Mitre Perspective on Government Agile Adoption Barriers Which of these do your programs face? From SEI and Mitre briefing to General E. Pawlikowski April 8,

5 SEI/MITRE Perspective on Government Enablers to Agile Adoption Which of these do your programs exhibit? From SEI and Mitre briefing to General E. Pawlikowski April 8,

6 Luckily, Traditional Adoption Tools and Methods Work Well with Agile Adoption Understand the Change Cycle and Your Adoption Population Prepare for Both Communication and Implementation Support Mechanisms that are Needed *Adapted from Daryl R. Conner and Robert W. Patterson, Building Commitment to Organizational Change, Training and Development Journal (April 1983):

7 Attributes of Agile Success in DoD Organizations Top cover Permission to fail fast Dedicated staff Willing and open to adopt new modes of operation Training in Agile Use of agile coach Willing to work collaboratively across government/contractor boundary Enough up-front system and software architecture work to create sufficiently stable environments for Agile implementation teams 7

8 Culture Change and Effects of Missing Elements Vision Skills Incentives Resources Action Plan Change Skills Incentives Resources Action Plan Confusion Vision Incentives Resources Action Plan Anxiety Vision Skills Resources Action Plan Gradual Change Vision Skills Incentives Action Plan Frustration Vision Skills Incentives Resources False Starts Original source unknown. 8

9 Leadership in an Agile Setting Needs to Ask Different Questions than for Traditional Acquisitions Selected key questions (non-exhaustive): Are we learning as fast as we need to so that we will mitigate downstream software-related risks? Are we avoiding unnecessary technical debt? Is the early software showing positive signs of meeting the user's needs? Do we have sufficient and appropriate end user (surrogate) involvement? How are our SPO staff adapting to small batch interactions? What, if any, changes in battle rhythm are necessary in the SPO to make Agile more effective/useful for us? Is decision making decentralized in a productive way? 9

10 Cheat Sheet of Agile/Lean Facts Agile is.a philosophy, a set of tenets and principles that support multiple implementation methods/approaches Agile is not a single set of practices applied in a one size fits all way The most adopted set of Agile practices for small (mostly software) teams is. Scrum The most adopted set of Agile/lean practices for larger system developments is. SAFe (Scaled Agile Framework) The most adopted scaling framework by DoD contractors is. SAFe SAFe is lean engineering philosophy and approach coming from the top of the enterprise meets Agile approaches from the team level of the enterprise. The most cited factor in failure of Agile adoption (regardless of government/commercial) is culture mismatch Technology adoption approaches in common with adoption of other types of practices apply well in Agile adoption settings Agile engineering practices inside a waterfall acquisition environment cause multiple, serious challenges 10

11 Key SEI Messages Related to Agile (Your Cheatsheet )-1 Key SEI AIG Messages Agile is not a Silver Bullet, but can be useful in Government development settings Agile is principles-based, which means there isn't only "one way" to do it correctly -- look to the principles before evaluating an implementation Lean engineering is closely related to Agile at the principles level, and scaling frameworks for Agile can benefit from lean principles as their basis Acquiring contracted systems with contractors who use Agile implies a different set of relationships and approaches to achieving oversight and insight OSD acquisition guidance (i.e ) doesn't prohibit Agile, although it never mentions Agile specifically - There are 3 model diagrams in that can be readily tailored to an Agile IT environment or an Agile weapon systems environment Any contracting approach can be used with Agile if done with awareness of how Agile would work in that setting; however, some key elements of contracting (regardless of contract type) must be attended to 11

12 Key SEI Messages Related to Agile (Your Cheatsheet )-2 Bringing in Agile to an acquisition office is a classic technology adoption problem, and we use classic technology adoption solutions to help organizations through it SAFe (Scaled Agile Framework) is the most frequently adopted scaling framework by defense contractors; that's why we teach it, not because it is always the best for every problem You may have a "hard" or "soft" adoptions of SAFe; it is meant to be tailored. With soft adoptions (only using some of the principles, not calling it SAFe, combining with other approaches) you may not get all the benefits of the framework, but you may still get enough to make the shift worthwhile to the program. Most acquisitions organizations don't run a software development shop themselves (there are exceptions, of course). But understanding the basics of Agile team practices and lean system development practices is needed in the acquisition office so that appropriate oversight decisions can be made Scrum is the most frequently adopted Agile team practices framework; however, much of the work done in the SPO environment may be more amenable to a kanban approach, if the SPO wants to "do" Agile, not just oversee it Measurement in an Agile context has to be defined and implemented carefully, to avoid incentivizing unproductive team behaviors SPO leadership who are engaged with Agile developments need to ask some different questions when evaluating progress/success of Agile for a team or at scale. 12

13 Contact Information Suzanne Miller Principal Researcher, CTSD Telephone: Eileen Wrubel Senior Engineer, CTSD Telephone: Web U.S. Mail Software Engineering Institute Customer Relations 4500 Fifth Avenue Pittsburgh, PA USA Customer Relations Telephone: SEI Phone: SEI Fax:

14 Backup Slides 2016 Carnegie Mellon University [Insert Distribution Statement Here] 14

15 Useful Interpretation of Agile Principles for Government Settings (1/3) Agile Principle The highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing requirements, even late in development. Agile processes harness change for the customer s competitive advantage. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference for the shorter timescale. Business people and developers must work together daily throughout the project. Useful Interpretations in Government Settings In government, the customer is not always the end user. The customer includes people who pay for; people who use; people who maintain; as well as others. These stakeholders often have conflicting needs that must be reconciled Rather than saying competitive advantage, we usually say operational advantage. This principle causes culture clash with the all requirements up front perspective of many large, traditional approaches. What it means to deliver an increment of software may well depend on context. With large embedded systems, we are sometimes looking at a release into a testing lab. Also, for some systems, the operational users are not able to accept all : deliveries on the development cadence because there are accompanying changes in the workflow supported by the software that require updates. In government settings, we interpret business people to be end users and operators, as well as the other types of stakeholders mentioned in Principle 1, since in many government settings, the business people are interpreted as the contracts and finance group. Source: SEI Congressional testimony July 14, 2016 to House Ways and Means Committee. 15

16 Useful Interpretation of Agile Principles for Government Settings (2/3) Agile Principle Build projects around motivated individuals. Give them environment and support they need, and trust them to get the job done. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Working software is the primary measure of progress. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely Useful Interpretations in Government Settings A frequent challenge in government is to provide a suitable technical and management environment to foster the trust that is inherent in Agile settings. Allowing teams to stay intact and focused on a single work stream is another challenge. In today s world, even in commercial settings, this is often interpreted as high bandwidth rather than only face-to-face. Telepresence via video or screen-sharing allows more distributed work groups than in the past. Our typical government system development approaches use surrogates for software documents that project the needed requirements and design rather than the software itself, as measures of progress. Going to small batches in short increments allows this principle to be enacted, even in government setting, although delivery may well to be a test environment or some internal group other than users themselves. This principle is a caution against seeing agility just as do it faster. Note that this principle includes stakeholders outside of the development team as part of the pacing. Source: SEI Congressional testimony July 14, 2016 to House Ways and Means Committee. 16

17 Useful Interpretation of Agile Principles for Government Settings (3/3) Agile Principle Continuous attention to technical excellence and good design enhances agility Simplicity the art of maximizing the amount of work not done is essential. The best architectures, requirements, and designs emerge from self-organizing teams. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. Useful Interpretations in Government Settings This is a principle that often is cited as already being compatible with traditional government development. One issue with this principle in government setting is that our contracts are often written to penalize the development organization if they don't produce a product that reflects 100% of the requirements. This principle recognizes that not all requirements we think are needed at the onset of a project will necessarily turn out to be things that should be included in the product. Note that the principle does not suggest that the development team is necessarily the correct team for requirements and architecture. It is however, encouraging teams focused in these areas to be allows some autonomy to organize their work. Another complication in many government settings is that we are often re-architecting and redesigning existing systems. This principle is an attempt to ensure that lessons learned are actually learned and applied rather than just being lessons written Source: SEI Congressional testimony July 14, 2016 to House Ways and Means Committee. 17

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