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FCW : May 30, 2016
BY DAN CHENOK AND JOIWIND RONEN GOVERNMENT Agile techniques can improve program management and outcomes — and enhance agency success I 16 n the past several years, the government has taken cues from industry about the value of adopting an agile approach to software development. The Obama administration has established offices across government to help agencies implement agile practices, including the Office of Management and Budget’s U.S. Digital Service, the General Services Administration’s 18F program and agency digital services teams. In 2012, IBM’s Center for the Busi- May 30, 2016 FCW.COM ness of Government published “A Guide to Critical Success Factors in Agile Delivery,” which put agile concepts in context for government leaders and stakeholders. Recently, many agencies and programs have adopted or expanded the use of agile as a technique to improve management practices and program outcomes more generally. With the coming change in administrations, solidifying agile as an effective and go-to approach would help strengthen the management of programs, both now and in the future. Agency leaders can and should use agile management to help drive progress in IT and program delivery by breaking large governmental processes into iterative components that involve key stakeholders. That approach accelerates processes and improves the quality of the solution — just as agile software development takes advantage of continuous delivery and user feedback to produce demonstrable value for users at lower implementation risk.
May 15, 2016
June 15, 2016