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Similaire à 20120905 C4ISR Strategic Investment Team Workshop
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20120905 C4ISR Strategic Investment Team Workshop
- 1. C4ISR Strategic Investment Team Workshop Acquisition Phase Strategy
- 2. Today’s Purpose Produce POAM with Tasks, Schedule, and Resources for fulfilling: •Evergreen III “Strategic Needs” related to “Rapid Technology Adoption” “The Coast Guard needs (a) ‘an AC&I process that allows for rapid technology change and (b) to abandon the stern chase’ of linear adoption and regain a culture of technology innovation.”
- 3. That’s half a day well spent
- 4. In our commercial culture, it’s easy to buy just about anything -- except the things you really need. Like a decision. (And the confidence to execute it.) Grace. Persistence. And one hundred other things that are valuable precisely because they can’t be bought, can’t be outsourced and don’t appear precisely when needed. Seth Godin, August 12, 2012
- 5. Purpose for Next 30 Minutes Motivate decision to try Agile methodology to deliver at least one project this year
- 9. Three Simple Truths About Software Development • You can’t gather all the requirements up front. • The requirements you do gather will change. • There is always more to do than time and money will allow.
- 12. Agile Values We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. http://www.agilemanifesto.org
- 13. Some of the Principles Behind the Agile Manifesto We follow these principles: •Our 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 to the shorter timescale.
- 14. More of the Agile Principles • Business people and developers must work together daily throughout the project. • 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. (full list at http://agilemanifesto.org/principles.html )
- 15. What Makes Agile Different? • Requires customer prioritization and welcomes change • Involves users throughout process • Captures requirements as “user stories” As a <role>, I want <function>, so I can <benefit> • Delivers potentially shippable software each 2-8 week sprint • Meets DONE criteria each sprint defined by developer, user, tester • Decreases time to value
- 16. Permission to try: DHS CIO Jun 2012 Guidance “I encourage programs to move toward more agile approaches wherever possible. The framework outlined in this paper should serve as the starting point for tailoring…”
- 19. GAO’s Agile “Effective Practices” • Continuously improve Agile adoption at both the project level and organization level. • Obtain stakeholder/customer feedback frequently. • Empower small, cross-functional teams. • Gain trust by demonstrating value at the end of each iteration. • Track progress daily and visibly.
- 21. CG-LIMS Agile Approach • Writing user stories based on ORD requirements • User in room with dev team • 2 week sprints • 6 month releases • Fixed schedule, CIP constrained cost, variable scope • Transparent
- 22. Challenges • Is Agile buzzword like TQM? • Reporting (OMB-300, nPRS, …) • Contracting • Training • Embedded “testing” • Clear policy (?) • Engaged investment management
- 24. References • DHS Agile IPT – http://mgmt-sp.dhs.gov/esc/DHSAgileIPT/default.aspx • CG-LIMS Sprint Planning & Demos – https://www.intelink.gov/ivideo/ (search “CG-LIMS”) • CG-LIMS Project Blog – https://www.intelink.gov/blogs/_cg-lims/ • If you decide to embrace Agile values, plenty of resources available online and in books
- 25. Readaheads • DHS CIO 1 Jun 2012 memo: “Agile Development Framework for DHS” • Agile Methodologies in DHS: Agile Working Group White Paper • DHS “Agile Development” PowerPoint deck Available on DHS Agile IPT’s blog: http://mgmt-sp.dhs.gov/esc/DHSAgileIPT/Blog/default.aspx
Notes de l'éditeur
- We want our acquisition processes to match our world. Relevant Evergreen needs: 21. Need to walk the talk about making decisions at the lowest possible level, even where there is failure, and not punish initiative 21. Consider alternative organization structures ... That are more dynamic and responsive. 23. Need ability to continuously reassess / revise requirements in light of technological changes 24. CG needs responsive, continuous, and sustainable acquisition process to maintain right mix of CG assets…. Ability to continuously reassess / revise requirements in light of technological changes 25. The CG needs to value and reward a culture of individual organizational experimentation, be willing to accept greater risk, and not punish entrepreneurship or individual initiative. 26. Abandon stern chase... RECOVER AND OWN THIS. It's part of the CG legacy
- Where are strategic decisions made? Groups like this one with courage to change We are here today to turn strategic intent into strategic action
- Currently acquisition process moves at glacial pace. Unpredictable delivery of “big bang.” Not continuously flowing new and better capability If Acquisition cycle time exceeds Moore’s Law cycle time, you will always be in a stern chase. Photo: http://cgvi.uscg.mil/media/main.php?g2_itemId=671897 FN Christin Eberhardt at Bainbridge Glacier in Alaska, October 2008. Coast Guard Photo Contest -- First place winner (2009): MK3 Adam Acosta.
- CG-9 answer? MSAM or (begrudgingly) SDLC. Tailor-able , but do we? If MSAM or SDLC Practice as used is the answer, we wouldn't be here Another look at process needed? Practitioners being buried in policy developed of the policy maker, for the policy maker, by the policy maker SDLC moving in wrong direction too some IT projects succeeding despite values and policy Can't think yourself out of problem you've acted your way into Outputs show values What do these policies produce?
- We produce unmanaged piles of paper.
- Agree or disagree? Current waterfall process assumes all three are not true.
- We're making this too hard!! Should be tough on each other before deciding to make investment Once we decide it's sound investment, we are all on same team to succeed. Period. Does not have to be adversarial Ops & EO don't have to be in conflict Internal governance is crushing us What are some of the seminal documents that describe how Coasties get the mission done?
- These principles apply to acquisition at its best These principles are in harmony with the Agile values and principles
- Agile values vs MSAM/SDLC values Not a silver bullet, but it is a strategy that aligns with strategic intent, with values that match espoused values more emphasis on product, less on governance Show me... In little steps Aligned with evergreen needs for many c4 acquisitions. Allows for the change evergreen sees.
- DHS Agile IPT framework IPT chartered Aug 2011 Feb 2012 draft whitepaper with framework DHS CIO memo "I encourage programs to move toward Agile approaches wherever possible“ "The framework outlined in this paper should serve as a starting point for the tailoring of IT programs and projects where appropriate and agreed to by the applicable governance authority...“ "not a license for unstructured or ad-hoc development, but requires rigorous discipline and adherence to technical standards to ensure desired outcomes are achieved.“ "Agile practices are being successfully used within the Department and programs are expected to use agile methods enabling faster delivery of capabilities to DHS customers."
- See also page 9: We identified 32 practices and approaches as effective for applying Agile to software development projects, based on an analysis of practices identified by experienced Agile users. Our analysis also found that the identified practices generally align with five key project management activities outlined in widely-accepted software development guidance: strategic planning, organizational commitment and collaboration, preparation, execution, and evaluation. Strategic Planning: Strategic planning describes an organization’s overall plans in an Agile environment. Six practices align with strategic planning. Strive to be more Agile, rather than simply following Agile methods and steps. This approach encourages adoption of the philosophy, or mindset, rather than specific steps. This is also referred to as being Agile, or having agility versus using it. Allow for a gradual migration to Agile appropriate to your readiness. Migration steps might include combining Agile and existing methods, conducting pilots, and preparing technical infrastructure.
- This book was the foundation for ALC’s implementation of Agile. Everyone in the CG-LIMS PMO read it. Provided common-sense foundation for our efforts. There are MANY great resources available. I captured two videos I thought would be most useful for this group: Tale of Two Teams: www.youtube.com/watch?v=gDDO3ob-4ZY Intro to Agile Scrum in Under 10 Minutes: http://www.youtube.com/watch?v=XU0llRltyFM
- Important enough to use Agile that we were willing to do a contract for 6-9 months to prove it was right way. Downgrade, descope and leadership from organic shop already using Agile meant we could skip that step. Simple tools like Agile Zen Simple tools to share planning workshops and demos. Search for CG-LIMS at https://www.intelink.gov/ivideo Unexpected gotcha: Downgrade + CG-9 priorities = billet loss Worked well Seek minimum necessary support My three were PM, KO, COUNSEL. Yours may be diff, but may not be much larger KO, counsel, execute There will always be people ready to say “No” Keep things as small as possible and no smaller… brought in FINCEN expertise for master data setup Smart folks say these principles apply for things bigger than CG-LIMS DHS Agile IPT USAF LTC Dan Ward: FIST: fast, inexpensive, simple, tiny Remember GSA Administrator's Innovation Expo talk: Fail fast, forward, fruitfully Name one failure since then... what did we learn from it? What does failure look like? Me: big strategy and big RFP Still an area we need to work on?
- Share examples of what IPT struggling with in terms of current user stories
- Recommended strategy Decide to try Agile: embrace agile values, principles, language the philosophy of Agile Decide to embrace Agile or not. It is an approach consistent with strategic need and core CG principles That clarity will allow rest of us to move Choice: try to make adversarial governance-heavy waterfall work, or intentionally move toward agile principles What would have to be true for status quo to work? Accept continuous technology refresh as business model. See little difference between acquisition and sustainment Tactical implementation CG-LIMS decided to *try* Agile .... CGLIMS was willing to do a pre ADE2- pilot to prove agile would work... De-scope and in house using ALC processes eliminated need... They're doing it Decide you're willing to try applying Agile principles to one project for 1 year Decide on 1 project to start with What experiments are you willing to do? Be clear on what are you willing to change FIST as possible. Don't do big IT projects if you can avoid it Find ways to make small... When in doubt, take smaller steps Who will be the honey badger? Anyone willing to replace CG-6d on DHS Agile IPT? Photo credit: The Road More Travelled, Forêt de Bouconne http://www.flickr.com/photos/simonsterg/125291276/
- Once you decide strategy and decide to embrace agile values, there are tons of resources available Without that decision to embrace values and principles, it will be hell for people to try to use the practices or achieve the results The decision will help us ask the right questions of one another Agile manifesto Cohn Agile samurai Highsmith agility blog post GAO report and references