5 Ways to be Agile Within an Anti-Agile Contract Structure

In government, it isn’t just culture that hinders agile adoption– the problem is often codified into contracts. Our team is working to bring agile methods to our client under a contract that screams waterfall, with a firm separation between “requirements and design” vs. “build”. Yikes!

 The talk includes:

  • Quick background on our contract
  • Overview of the “top 5” techniques and tactics that we have employed so far
  • Additional audience experiences on what has worked (or not) in solving the same sort of problems

Outline/Structure of the Experience Report

  1. Project background
  2. Contractual challenge
  3. Top 5 tactics that have worked
  4. Failed tactics
  5. Audience experiences & suggestions
  6. Remaining challenges
  7. Hope for the future

Learning Outcome

  • Gain insights from our experience (and audience experience)
  • Learn practical tactics to apply to similar projects

Target Audience

IT people in the government world - federal employees, contractors, project managers, product owners, business analysts, scrum masters, etc.

schedule Submitted 6 years ago

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    • Roland Cuellar

      Roland Cuellar / Ken - IV&V for Federal Agile Programs: A Customer Experience Report

      60 Mins
      1. Many federal government organizations have a requirement to perform independent verification and validation (IV&V) of software development projects for purposes of risk identification and compliance
      2. As more federal agencies move towards agile, they will need to devise agile-appropriate methods for evaulating agile teams and contractors for process performance and project risk identification
      3. Traditional approaches to IV&V are heavily biased towards waterfall, gate reviews, and traditional SDLC artifacts and hence, do not work well within an agile envrionment
      4. Agile programs have their own process-specific risks and issues that need to be evaluated uniquely.  The document-centric approach that has traditionally been used is innapropriate and ineffective for agile teams as it does not find the right risks and does not find them early enough in the development process.
      5. We at DHS/CIS have developed a unique, agile-appropriate IV&V model for a large agile transformation effort within DHS
      6. The model is used to discover process risks, design risks, code risks, and testing risks in real-time for agile teams
      7. The model serves as actionable and real-time feedback to teams, contractors, and federal managers that can be used for process improvement, vendor evaluation, and as a means to find and elevate delivery risks on agile projects
      8. Positive results, challenges, and recommendations related to the development, roll-out, and execution of this agile-appropriate IV&V model will  be shared