Post on 11-May-2015
description
Does Agile Address the 25 Point Federal IT Reformation Plan?
Devin B. Hedge
Devin@devinhedge.com
Agile.devinhedge.com
Manoj Vadakkan
manoj@vadakkan.org
manoj.vadakkan.org
PMI WDC
PM in the AM
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Who we are – Devin Hedge
� 20+ years of experience in the IT Industry
� 14 years of experience in the Agile Community
� Certified Scrum Master (CSM)
� Project Management Professional (PMP)
� Agile Community Leader
� PMI Agile Community if Practice Webinars (http://agile.vc.pmi.org/)
� DC Lean Coffee (http://www.coactivate.org/projects/dc-lean-coffee/)
� Speaker & Volunteer
� Agile Leadership Network (www.aplndc.com)
� Agile DC (www.agiledc.org)
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Who we are – Manoj Vadakkan
� 20 years of experience in the IT Industry
� 10 years of experience in Project management
� Certified Scrum Master (CSM), Certified Scrum Professional (CSP)
� Project Management Professional (PMP)
� Agile Community Leader
� Agile Leadership Network (www.aplndc.com)
� Agile DC (www.agiledc.org)
� Speaker & Writer
� Articles on www.scrumalliance.org
� Speaker at Seattle Scrum Gathering, Amsterdam Scrum Gathering, MN Govt IT
Symposium
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Three points we are examining
� Align the Acquisition process with the technology cycle
� Deliver working features in short intervals
� Align the Budget Process with technology cycle
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ALIGN THE ACQUISITION PROCESS WITH THE TECHNOLOGY CYCLE
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Acquisition
� Problem
� Time lag between requirements definition and starting of
delivery is too long & technology usually changes before
the solution is delivered
� Federal CIO’s Approach?
� Align the Acquisition Process with the Technology Cycle
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Typical Stage Gate Methodology
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Today’s DoD Life Cycle
Planning Phase Build Phase
Milestone B
Initial
Operational
Capability
43 48
Analysis of
Alternatives
14 29
Economic
Analysis
40 5
MS C
TestDevelopment
91
Metrics calculated by OASD(NII) on 32 Major Automated Information Systems (MAIS)
Long Cycle-Time Driven by Processes
Developed to Counter a Cold
War Adversary In Industrial Age Society
Source: "Acquisition of Information Technology Trends Within The Department of Defense", September 10, 2009, Don Johnson
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Changing Landscape of Government IT
� Whereas in 1970, IT accounted for approx 20% of weapon system
functionality, by 2000 it accounted for as much as 80%
� Today it is reported IT can deliver 90% or more of functionality
Software is a consistent
and persistent thread
through all DoD system
acquisition programs …
If most IT systems in Government
started as only accounting
systems with little direct
capabilities tied to IT, what
percentage of mission capabilities
rely on them today?
Source: "Acquisition of Information Technology Trends Within The Department of Defense", September 10, 2009, Don Johnson
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A Call for Change
� DoD Leadership Responsible for IT Hon John Grimes (Former ASD(NII)/DoD(CIO)
� “Hardware development processes ill-suited to IT acquisition”
� LTG Charles Croom (Former DISA Commander)� “I would change the acquisition process in how the DoD buys IT in a New York minute….”
� LTG Jeff Sorenson (Army CIO/G-6)� “How we can make it better…. Policy –Acquiring IT not like tanks”
� Defense Acquisition Performance Assessment (3/2006) The current system is focused on programs, not on improving and standardizing the processes of acquisition; it inhibits rather than promotes steady improvement in achieving program success
� GAO Assessment on “Information Technology: DOD’s Acquisition Policies and Guidance Need To Incorporate Additional Best Practices And Controls”(July/2004) “As you know, the way in which DOD has historically acquired information technology (IT) systems has been cited as a root cause of these systems failing to deliver promised capabilities and benefits on time and within budget…”
Source: "Acquisition of Information Technology Trends Within The Department of Defense", September 10, 2009, Don Johnson
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Proposed New DoD IT Acquisition Process
Source: "Acquisition of Information Technology Trends Within The Department of Defense", September 10, 2009, Don Johnson
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An Even More “Agile” Acquisition Process
JADIOC Release 2
Combined Acquisition Lifecycle
It 1 It 2 It 3 It 4 It 5 It 6 It 7 It 8 It 9
Maintenance
It 10 It 11 It 12
Release 3 Release 4
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Flipping the Iron Triangle in Agile Contracts
Fixed
Estimated
Plan-
Driven
Features
Cost Date Features
Cost Date
Value-Driven
($)
Source: “Inverting the Iron Triangle” by Mike Cottmeyer (http://www.leadingagile.com/2008/04/inverting-the-iron-triangle/ )
and “Agile Contracts” by Jesse Fewell
The plan creates
cost/schedule
estimates
The Vision Creates
feature estimates
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DELIVER WORKING FEATURES IN SHORT INTERVALS
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Deliver working features in short intervals
� Problem
� Delivering working functionality after several year and late
� Federal CIO’s Approach?� Deliver new working functionality to users at least every 12
months.
� Delivering functionality in small chunks frequently
� Capturing and incorporating feedback during that process
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How is it working today?
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How is it working today?
� Our projects tend to be multiple years long
� Our projects tend to not to deliver features for years
� In addition to be being late and over budget
� Our project tend to spend many months upfront to get the
“requirements” and “grand design”
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What can we do?
� What can we do to start delivering early?
� Start early
� Deliver in small chunks
� Start early?
� If we want to start early, we can’t wait for all the detail requirements written down
� Deliver in small chunks?
� If we want to deliver in small chunks, we need to prioritize the chunks
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Scrum Overview
Elaborate a subset of
the features
Start producing
Gather feedback from
the customerRelease to Production
How can we deliver working features in short intervals?
Start with the high-
level view of the
requirements
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Deliver working features in short intervals
� Practices suggested in the 25 point Implementation plan
� Deliver new working functionality to users at least every 12 months.
� Delivering capabilities in small chunks frequently
� Capturing and incorporating feedback during that process
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ALIGN THE BUDGET PROCESS WITH TECHNOLOGY CYCLE
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Align the Budget Process with technology cycle
� Problem
� The rapid pace of technological change does not match
well with the Federal government’s budget formulation and execution process
� Federal CIO’s Approach?� Align the Budget Process with the Technology Cycle
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Recommendations from the Federal CIO
� Work with Congress to develop IT budget models that align with
modular development
� Develop supporting materials and guidance for flexible IT budget
models
� Work with Congress to scale flexible IT budget models more broadly
� Work with Congress to consolidate commodity IT spending under
Agency CIO
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Look Familiar?
Different Sources of Projects OMB - 300
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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Agile Budgeting Is Easier
� Because Scope is a Negotiation or Highest Value and Cost/Schedule
are fixed…
� Budgeting is just about how many resources will be funded for the current
fiscal year
� Most Enhancement/Maintenance contracts are already funded this way
� For Net New Capabilities Development or System Conversions, budget can be
fixed and incrementally funded each progress iteration
� When the Initial Operational Capability (IOC) is achieved, go/no go for
additional funding can be used to cut off spending on “frills” and that 40% of
functions that are RARELY or NEVER USED.
� Earned Value Is REAL and Tangible: Every iteration can be valuated
based on mission capability delivered, and either it was delivered or it
wasn’t. Period.
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Effect of Agile Budgeting on the IT Spending Cost Curve
-0.5
0
0.5
1
1.5
2
2.5
BY BY+1 BY+2 BY+3
Development
Enhancements
Maintenance
Log. (Enhancements)
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Beyond Budgeting Principles
Enabling a Continuous Adaptive Process
Beyond Budgeting: How Managers Can Break Free from the Annual Performance Trap by Jeremy Hope and Robin Frasier
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An Even More “Agile” Acquisition Process
JADIOC Release 2
Combined Acquisition Lifecycle
It 1 It 2 It 3 It 4 It 5 It 6 It 7 It 8 It 9
Maintenance
It 10 It 11 It 12
Release 3 Release 4
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Challenges Implementing Agile Budgeting
� Contracts, Contracts, Contracts
� Legislation, Regulation, Policy and Procedures
� Culture of “use it or lose it”
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What’s Required
� Congressional Support for Acquisition Regulation Changes
� Education of the Entire Federal Contracting Officer Labor Pool
� Education of the Entire Federal Contractor Community
� Changes to the Mission Needs Identification and Requirements
Development process
� And by extension… changes to the budgeting lifecycle and OMB planning
guidance
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QUESTIONS?
Devin B. Hedge
Devin@devinhedge.com
Agile.devinhedge.com
Manoj Vadakkan
manoj@vadakkan.org
manoj.vadakkan.org
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THANK YOU!
Manoj Vadakkan
manoj@vadakkan.org
manoj.vadakkan.org
Devin B. Hedge
Devin@devinhedge.com
Agile.devinhedge.com