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Agile IT Delivery | Accenture...updates to agile projects Client Services Manager The engagement...
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AGILE IT DELIVERY IMPERATIVES FOR GOVERNMENT SUCCESS SECURE EXECUTIVE SPONSORSHIP 2 3 26 7 Steps to Agile Success Citizens today demand new types of government services, thanks to the changing realities and possibilities of the digital age. To meet expectations, states must embrace an innovative new approach—a technology infrastructure that can anticipate and adapt to rapid changes. Agile delivers high-value, differentiated solutions with less risk to help states improve outcomes. But success depends on following the right path. Accenture and NASCIO surveyed and interviewed a number of state government leaders to find out what it takes to succeed in agile. So whether you’re a novice or just considering going agile, take heed of the experiences, perspectives and success factors of those who have journeyed before you, and you too can achieve results. Agile needs a strong champion—someone committed to doing agile right from beginning to end. As long as there is a clear and active voice, this advocate can come from anywhere in the organization. % “ of respondents said a CIO/CTO or agency CIO leads the charge and is responsible for agile 23 % of respondents said the application development lead was primarily responsible for agile Client Services Manager We want to set the standard for the rest of the state to show that you CAN do agile in state government. MAINTAIN BUSINESS ENGAGEMENT 27 To improve outcomes and customer satisfaction, the customer must actively work with IT throughout the project lifecycle to shape the end product. Frequent feedback and updates are key to getting the solution right. % “ of respondents said their IT functions collaborated to a great extent or to some extent with the organizations benefiting from an agile project Only 98 % of respondents agree that customers like to see frequent updates to agile projects Client Services Manager The engagement level was so much higher that ultimately [the state] shelled out $1.5 million, which was tenfold what they were willing to do previously. 7 CONDUCT TRAINING ACROSS THE ENTERPRISE 65 Training and coaching from the top down fosters adherence to agile, which helps achieve success. A variety of internal, external and online resources can build the skills and enthusiasm of the workforce. % of respondents indicated that more than half of their staff had no skills in agile 33 % of organizations are managing IT talent by training current employees on agile methodologies For more information on agile, visit www.accenture.com/agilegov KEIR BUCKHURST Managing Director, Health & Public Service, Technology Consulting [email protected] RICK WEBB Managing Director, Southeast High Performance Enterprise and Technology Consulting Lead Health & Public Service [email protected] DOUG ROBINSON Executive Director [email protected] ERIC SWEDEN Program Director [email protected] 4 ADOPT USER-CENTRIC DESIGN THINKING People are at the center of agile success. To get the best results and mitigate risks, involve the user—ask and observe what works and what doesn’t. Effective system design starts with prototypes and ongoing user involvement. “ Deputy Audit Controller The hardest part about implementing agile is [how to] get real time feedback and input from the users to understand where they want more functionality and where we should focus our time. SPARK A CULTURAL TRANSFORMATION 57 The agile path demands widespread acceptance and commitment—a change in mindset and culture. Successful implementation requires a shift from command and control to integration and collaboration. % “ of respondents said the willingness to embrace change was the single greatest requirement for a successful agile project 36 % of respondents said the greatest cultural change necessary to successfully implement agile was the extent of business involvement 5 INVOLVE BUDGETING AND PROCUREMENT 70 Agile procurement is a major challenge, and processes are still being tested. But the transparency and flexibility of agile promise to save states significant time, money and risk of failure. 6 ENGAGE AUTHORIZING AGENCIES Agile provides greater control over spending—a key selling point to authorizing agencies. Keeping stakeholders informed helps secure a culture of acceptance that can, in turn, secure additional support and funding. % of CIOs identified procurement issues as a top organizational barrier to using agile — AND — felt agile helped avoid wasted money from ineffective IT projects State Director of Office of Systems Integration It’s a major cultural shift that you have to make sure that you get your whole ecosystem involved. 65 % “ of respondents said they experienced greater transparency with agile projects 38 % of respondents experienced greater adaptability to legislative and policy change with agile State Commissioner Take them one step, and when they see that’s better, take them another step. That’s how agile works. You’ve got the secrets to agile success. It’s time to start capitalizing on the advantages of agile. The journey starts now.
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AGILEIT DELIVERY IMPERATIVES FOR
GOVERNMENT SUCCESS
SECURE EXECUTIVE SPONSORSHIP
2
3
26
7 Steps to Agile SuccessCitizens today demand new types of government services, thanks to the changing realities and possibilities of the digital age.
To meet expectations, states must embrace an innovative new approach—a technology infrastructure that can anticipate and adapt to rapid changes. Agile delivers high-value, di�erentiated solutions with less risk to help states improve outcomes. But success depends on following the right path.
Accenture and NASCIO surveyed and interviewed a number of state government leaders to find out what it takes to succeed in agile. So whether you’re a novice or just considering going agile, take heed of the experiences, perspectives and success factors of those who have journeyed before you, and you too can achieve results.
Agile needs a strong champion—someone committed to doing agile right from beginning to end. As long as there is a clear and active voice, this advocate can come from anywhere in the organization.
%
“of respondents said a CIO/CTO or agency CIO leads the charge and is responsible for agile
23%of respondents said the application development lead was primarily responsible for agile
Client Services Manager
We want to set the standard for the rest of the state to show that you CAN do agile in state government.
MAINTAIN BUSINESS ENGAGEMENT 27To improve outcomes and customer satisfaction, the customer must actively work with IT throughout the project lifecycle to shape the end product. Frequent feedback and updates are key to getting the solution right.
%
“
of respondents said their IT functions collaborated to a great extent or to some extent with the organizations benefiting from an agile project
Only
98%of respondents agree that customers like to see frequent updates to agile projects
Client Services Manager
The engagement level was so much higher that ultimately [the state] shelled out $1.5 million, which was tenfold what they were willing to do previously.
7CONDUCT TRAINING ACROSS THE ENTERPRISE
65Training and coaching from the top down fosters adherence to agile, which helps achieve success.A variety of internal, external and online resources can build the skills and enthusiasm of the workforce.
%of respondents indicated that more than half of their sta� had no skills in agile
33%of organizations are managing IT talent by training current employees on agile methodologies
For more information on agile, visit www.accenture.com/agilegov
KEIR BUCKHURSTManaging Director, Health & Public Service, Technology [email protected]
RICK WEBBManaging Director, Southeast High Performance Enterprise and Technology Consulting Lead Health & Public [email protected]
DOUG ROBINSONExecutive [email protected]
ERIC SWEDENProgram [email protected]
4ADOPT USER-CENTRIC DESIGN THINKINGPeople are at the center of agile success. To get the best results and mitigate risks, involve the user—ask and observe what works and what doesn’t. E�ective system design starts with prototypes and ongoing user involvement.
“
Deputy Audit Controller
The hardest part about implementing agile is [how to] get real time feedback and input from the users to understand where they want more functionality and where we should focus our time.
SPARK A CULTURAL TRANSFORMATION
57The agile path demands widespread acceptance and commitment—a change in mindset and culture. Successful implementation requires a shift from command and control to integration and collaboration.
%
“
of respondents said the willingness to embrace change was the single greatest requirement for a successful agile project
36%of respondents said the greatest cultural change necessary to successfully implement agile was the extent of business involvement
5INVOLVE BUDGETING ANDPROCUREMENT 70Agile procurement is a major challenge, and processes are still being tested. But the transparency and flexibility of agile promise to save states significant time, money and risk of failure.
6ENGAGE AUTHORIZINGAGENCIESAgile provides greater control over spending—a key selling point to authorizing agencies. Keeping stakeholders informed helps secure a culture of acceptance that can, in turn, secure additional support and funding.
%of CIOs identified procurement issues as a top organizational barrier to using agile— AND —felt agile helped avoid wasted money from ine�ective IT projects
State Director of O�ice of Systems Integration
It’s a major cultural shift that you have to make sure that you get your whole ecosystem involved.
65%
“
of respondents said they experienced greater transparency with agile projects
38%of respondents experienced greater adaptability to legislative and policy change with agile
State Commissioner
Take them one step, and when they see that’s better, take them another step. That’s how agile works.
You’ve got the secrets to agile success. It’s time to start capitalizing on the advantages of agile. The journey starts now.
