Abstract:
For the last two years I have been helping the State of Washington Enterprise Services group transform to Agile principles, practices, and culture. The experience has led to numerous findings related to the unique constraints of government work. We also learned numerous lessons when trying to apply Agile and using Agile/Lean principles at the portfolio and program levels.
Besides the State of Washington, I will also discuss lessons learned when working with numerous other government agencies such as the State of Idaho, The City of New York, and Fannie Mae.
Learning Outcomes:
- Support at the Executive and Management level is even more important on government agile transformations – leading hands on training with upper management at the start of a transformation
- How a simple three tier transformation roadmap can take an agency from a few pilot teams, all the way to agency wide Agile support
- How to support Agile when sprints are not possible
- Keeping Agile going even with turnover – which is common in agencies
- Agencies often outsource software projects – how to make sure your vendor really supports Agile
- How to create Agile contracts with vendor as opposed to fixed price/fixed bid
- The most important metric in the red/yellow/green status report when using Agile
- Determining the correct level of Agile for your government agency
- How to support daily operations in parallel with delivering new business value to your stakeholders, customers, and citizens
Your questions and interactions will be welcome throughout the talk. Our goal will be for you to leave with the key tips for creating an Agile process that will thrive at your government organization.
