acquisition for agile development - aspe-sdlc.com fletcher vice president federal agile delivery...
TRANSCRIPT
March 2013
Virtual Acquisition Officetrade
Webinar Series
Itrsquos Not Business as Usual Acquisition of
Agile Development IT Services and Products
Russ Fletcher Vice President
Federal Agile Delivery
ASPE Training Inc
2
Agenda
bull What is Agile
bull Agile Practices and Concepts
bull Why Agile for the Federal sector now
bull Where is Agile now
bull Acquiring Agile Development
bull Success Factors
bull Questions
Traditional ldquoWaterfallrdquo Methodology
Feasibility
Analysis
Design
Test
Implement
Maintain
What is Agile
Agile uses methods based on incremental development where requirements evolve through collaboration between self-organized cross-disciplined teams
Release Backlog
Sprint Backlog
Project A
Project B
Project C
Product Backlog
Projects are entered into queue and some are
approved for requirements elaboration
Sprint
Release Backlog
Sprint Backlog
Project B
Project C
Product Backlog
Projects are entered into queue and some are
approved for requirements elaboration
Product Backlog
Project A
Product Backlog
Sprint
Release Backlog
Sprint Backlog
Project B
Project C
Product Backlog
Development team assigns story points and together with
product owner identifies highest priority user stories for next
release
Product Backlog
Project A
Product Backlog
Sprint
Release Backlog
Sprint Backlog
Project B
Project C
Product Backlog
Development team begins iterative development by selecting high priority and
logically grouped work from release backlog for each sprint
Product Backlog
Project A
Sprint
Release Backlog
Sprint Backlog
Project B
Project C
Product Backlog
Each sprint will produce potentially customer-facing
product
Product Backlog
Project A
Sprint
Release Backlog
Sprint Backlog
Project A
Project B
Project C
Product Backlog
Product backlog must stay ahead of
development
Sprint
Agile PracticesConcepts
bull Business unitDevelopment unit bull Product OwnerScrumMaster bull IterationSprint bull Daily Scrum bull User Story bull Task board bull Burndown bull Velocity bull Retrospective
Self-Organized Teams
Why Agile for the Federal Sector Now
ldquoWhile investments in IT have the potential to improve lives
and organizations some federally funded IT projects canmdashand havemdashbecome risky costly unproductive mistakes
As we have described in numerous reports and testimonies
federal IT projects too frequently incur cost overruns and schedule slippages while contributing little to mission-related outcomes
Further while IT should enable government to better serve
the American people the federal government has not achieved expected productivity improvementsmdashdespite spending more than $600 billion on IT over the past decaderdquo [Emphasis added]
- Government Accountability Office report
April 2012
The Subject of Recent Focus
Defense
Science Board
Report
(March 2009) FY2010 NDAA
Section 804
(October 2009)
OMBrsquos 25-Point
Plan to Reform IT
Management
(December 2010)
OMBrsquos
Contracting
Guidance to
Support Modular
Development
(June 2012)
Where is Agile Now
Traditional ldquoWaterfallrdquo Methodology
Feasibility
Analysis
Design
Test
Implement
Maintain
Benefits of AgileModular Methodology
bull Faster delivery of valuable capabilities to customers
bull Increased flexibility to adopt emerging technologies reducing the risk of technological obsolescence
bull Decreased overall investment risk as agencies plan for smaller projects and increments versus ldquogrand designrdquo
bull Creation of new opportunities for small businesses
bull Greater visibility into contractor performance
bull Less risk to agencies if investment is terminated
Traditional Development Agile Development
Business Value
90 Value Last 10 time
Δτ
Δν
time
value
Acquiring Agile Development
bull Agile goes by different names at different agencies agile iterative modular
bull Acquiring agile or modular development requires a shift from traditional contracting approaches
bull Agile is adaptive and flexible and needs similar contracting attributes to work
bull Traditional approaches dictate encyclopedic documentation of requirements before bidding starts inconsistent with agile software development lifecycle (SDLC)
Modular vs Agile Development
bull Modular contracting authorized by Clinger-Cohen Act (PL 104-106) and included in FAR 39103
bull Two flavors of modular development Break system down into components that are separately acquired
Iterative or incremental development
bull Agile is synonymous with the iterative approach
Team-Based Approach
Integrated Project Team (IPT) responsibilities
bull Describe the problem ndash ensure agency mission focus
bull Examine publicprivate sector solutions
bull Describe the work and define strategy
bull Decide how to measure and monitor performance
bull Select contractor
bull Manage performance through IPT
bull Define roles for government business owners as participants in process delivery (demo review)
OMBrsquos Guidance to Support
Modular Development
encourages the use of IPTs
Current Contract Vehicles
bull IDIQ Contracts bull Single Contract with
Options bull Successive Contracts bull GSA Schedule
Blanket Purchase Agreement(s)
IDIQ Contracts
bull ldquoUmbrella Contractsrdquo
bull Issue series of task orders
bull Task orders can be fixed price
bull Procedures established for award of subsequent task orders
Single Contract with Options
bull Requires upfront development of overall requirements
bull Development occurs through a series of modules ndash each with a separate option
bull Option exercised upon successful completion
Successive Contracts
bull Each module can stand alone
bull Upon completion of a module a competition occurs
bull Assumes a different company can develop the next module independently of incumbent
bull Places burden on the government for integration
GSA Schedule Blanket Purchase Agreement(s)
bull Similar to IDIQ contracts
bull Advantage is the government controls the extent of competition and selection of offerors
bull Faster and easier to implement than IDIQ contracts
bull Could be single award or multiple award
Current Contract Types
bull One type does not fit all situations
bull Firm fixed price o Module level o Level of Effort Sprint level
bull Labor Hour TampM bull Cost reimbursement bull Performance based -
incentives
Success Factors
bull Educate the entire team on agile concepts
bull Use IPT and teambuilding techniques
bull Conduct market research
bull Develop tailored strategy
bull Know how to manage performance
Questions Todayrsquos seminar was approved by PMI to award 1 PMI-PDU and 1 PMI-ACP PDU for attendance bull Go to aspe-sdlccompdu for instructions on
submitting your PDU bull You can submit your PDU by mail or
electronically bull The Activity code for todayrsquos presentation is
WS031913A and ASPErsquos REP number is 2161 bull The seminars are Category A for one PDU
Russ Fletcher Vice President
Federal Agile Delivery
ASPE Training Inc
2
Agenda
bull What is Agile
bull Agile Practices and Concepts
bull Why Agile for the Federal sector now
bull Where is Agile now
bull Acquiring Agile Development
bull Success Factors
bull Questions
Traditional ldquoWaterfallrdquo Methodology
Feasibility
Analysis
Design
Test
Implement
Maintain
What is Agile
Agile uses methods based on incremental development where requirements evolve through collaboration between self-organized cross-disciplined teams
Release Backlog
Sprint Backlog
Project A
Project B
Project C
Product Backlog
Projects are entered into queue and some are
approved for requirements elaboration
Sprint
Release Backlog
Sprint Backlog
Project B
Project C
Product Backlog
Projects are entered into queue and some are
approved for requirements elaboration
Product Backlog
Project A
Product Backlog
Sprint
Release Backlog
Sprint Backlog
Project B
Project C
Product Backlog
Development team assigns story points and together with
product owner identifies highest priority user stories for next
release
Product Backlog
Project A
Product Backlog
Sprint
Release Backlog
Sprint Backlog
Project B
Project C
Product Backlog
Development team begins iterative development by selecting high priority and
logically grouped work from release backlog for each sprint
Product Backlog
Project A
Sprint
Release Backlog
Sprint Backlog
Project B
Project C
Product Backlog
Each sprint will produce potentially customer-facing
product
Product Backlog
Project A
Sprint
Release Backlog
Sprint Backlog
Project A
Project B
Project C
Product Backlog
Product backlog must stay ahead of
development
Sprint
Agile PracticesConcepts
bull Business unitDevelopment unit bull Product OwnerScrumMaster bull IterationSprint bull Daily Scrum bull User Story bull Task board bull Burndown bull Velocity bull Retrospective
Self-Organized Teams
Why Agile for the Federal Sector Now
ldquoWhile investments in IT have the potential to improve lives
and organizations some federally funded IT projects canmdashand havemdashbecome risky costly unproductive mistakes
As we have described in numerous reports and testimonies
federal IT projects too frequently incur cost overruns and schedule slippages while contributing little to mission-related outcomes
Further while IT should enable government to better serve
the American people the federal government has not achieved expected productivity improvementsmdashdespite spending more than $600 billion on IT over the past decaderdquo [Emphasis added]
- Government Accountability Office report
April 2012
The Subject of Recent Focus
Defense
Science Board
Report
(March 2009) FY2010 NDAA
Section 804
(October 2009)
OMBrsquos 25-Point
Plan to Reform IT
Management
(December 2010)
OMBrsquos
Contracting
Guidance to
Support Modular
Development
(June 2012)
Where is Agile Now
Traditional ldquoWaterfallrdquo Methodology
Feasibility
Analysis
Design
Test
Implement
Maintain
Benefits of AgileModular Methodology
bull Faster delivery of valuable capabilities to customers
bull Increased flexibility to adopt emerging technologies reducing the risk of technological obsolescence
bull Decreased overall investment risk as agencies plan for smaller projects and increments versus ldquogrand designrdquo
bull Creation of new opportunities for small businesses
bull Greater visibility into contractor performance
bull Less risk to agencies if investment is terminated
Traditional Development Agile Development
Business Value
90 Value Last 10 time
Δτ
Δν
time
value
Acquiring Agile Development
bull Agile goes by different names at different agencies agile iterative modular
bull Acquiring agile or modular development requires a shift from traditional contracting approaches
bull Agile is adaptive and flexible and needs similar contracting attributes to work
bull Traditional approaches dictate encyclopedic documentation of requirements before bidding starts inconsistent with agile software development lifecycle (SDLC)
Modular vs Agile Development
bull Modular contracting authorized by Clinger-Cohen Act (PL 104-106) and included in FAR 39103
bull Two flavors of modular development Break system down into components that are separately acquired
Iterative or incremental development
bull Agile is synonymous with the iterative approach
Team-Based Approach
Integrated Project Team (IPT) responsibilities
bull Describe the problem ndash ensure agency mission focus
bull Examine publicprivate sector solutions
bull Describe the work and define strategy
bull Decide how to measure and monitor performance
bull Select contractor
bull Manage performance through IPT
bull Define roles for government business owners as participants in process delivery (demo review)
OMBrsquos Guidance to Support
Modular Development
encourages the use of IPTs
Current Contract Vehicles
bull IDIQ Contracts bull Single Contract with
Options bull Successive Contracts bull GSA Schedule
Blanket Purchase Agreement(s)
IDIQ Contracts
bull ldquoUmbrella Contractsrdquo
bull Issue series of task orders
bull Task orders can be fixed price
bull Procedures established for award of subsequent task orders
Single Contract with Options
bull Requires upfront development of overall requirements
bull Development occurs through a series of modules ndash each with a separate option
bull Option exercised upon successful completion
Successive Contracts
bull Each module can stand alone
bull Upon completion of a module a competition occurs
bull Assumes a different company can develop the next module independently of incumbent
bull Places burden on the government for integration
GSA Schedule Blanket Purchase Agreement(s)
bull Similar to IDIQ contracts
bull Advantage is the government controls the extent of competition and selection of offerors
bull Faster and easier to implement than IDIQ contracts
bull Could be single award or multiple award
Current Contract Types
bull One type does not fit all situations
bull Firm fixed price o Module level o Level of Effort Sprint level
bull Labor Hour TampM bull Cost reimbursement bull Performance based -
incentives
Success Factors
bull Educate the entire team on agile concepts
bull Use IPT and teambuilding techniques
bull Conduct market research
bull Develop tailored strategy
bull Know how to manage performance
Questions Todayrsquos seminar was approved by PMI to award 1 PMI-PDU and 1 PMI-ACP PDU for attendance bull Go to aspe-sdlccompdu for instructions on
submitting your PDU bull You can submit your PDU by mail or
electronically bull The Activity code for todayrsquos presentation is
WS031913A and ASPErsquos REP number is 2161 bull The seminars are Category A for one PDU
Agenda
bull What is Agile
bull Agile Practices and Concepts
bull Why Agile for the Federal sector now
bull Where is Agile now
bull Acquiring Agile Development
bull Success Factors
bull Questions
Traditional ldquoWaterfallrdquo Methodology
Feasibility
Analysis
Design
Test
Implement
Maintain
What is Agile
Agile uses methods based on incremental development where requirements evolve through collaboration between self-organized cross-disciplined teams
Release Backlog
Sprint Backlog
Project A
Project B
Project C
Product Backlog
Projects are entered into queue and some are
approved for requirements elaboration
Sprint
Release Backlog
Sprint Backlog
Project B
Project C
Product Backlog
Projects are entered into queue and some are
approved for requirements elaboration
Product Backlog
Project A
Product Backlog
Sprint
Release Backlog
Sprint Backlog
Project B
Project C
Product Backlog
Development team assigns story points and together with
product owner identifies highest priority user stories for next
release
Product Backlog
Project A
Product Backlog
Sprint
Release Backlog
Sprint Backlog
Project B
Project C
Product Backlog
Development team begins iterative development by selecting high priority and
logically grouped work from release backlog for each sprint
Product Backlog
Project A
Sprint
Release Backlog
Sprint Backlog
Project B
Project C
Product Backlog
Each sprint will produce potentially customer-facing
product
Product Backlog
Project A
Sprint
Release Backlog
Sprint Backlog
Project A
Project B
Project C
Product Backlog
Product backlog must stay ahead of
development
Sprint
Agile PracticesConcepts
bull Business unitDevelopment unit bull Product OwnerScrumMaster bull IterationSprint bull Daily Scrum bull User Story bull Task board bull Burndown bull Velocity bull Retrospective
Self-Organized Teams
Why Agile for the Federal Sector Now
ldquoWhile investments in IT have the potential to improve lives
and organizations some federally funded IT projects canmdashand havemdashbecome risky costly unproductive mistakes
As we have described in numerous reports and testimonies
federal IT projects too frequently incur cost overruns and schedule slippages while contributing little to mission-related outcomes
Further while IT should enable government to better serve
the American people the federal government has not achieved expected productivity improvementsmdashdespite spending more than $600 billion on IT over the past decaderdquo [Emphasis added]
- Government Accountability Office report
April 2012
The Subject of Recent Focus
Defense
Science Board
Report
(March 2009) FY2010 NDAA
Section 804
(October 2009)
OMBrsquos 25-Point
Plan to Reform IT
Management
(December 2010)
OMBrsquos
Contracting
Guidance to
Support Modular
Development
(June 2012)
Where is Agile Now
Traditional ldquoWaterfallrdquo Methodology
Feasibility
Analysis
Design
Test
Implement
Maintain
Benefits of AgileModular Methodology
bull Faster delivery of valuable capabilities to customers
bull Increased flexibility to adopt emerging technologies reducing the risk of technological obsolescence
bull Decreased overall investment risk as agencies plan for smaller projects and increments versus ldquogrand designrdquo
bull Creation of new opportunities for small businesses
bull Greater visibility into contractor performance
bull Less risk to agencies if investment is terminated
Traditional Development Agile Development
Business Value
90 Value Last 10 time
Δτ
Δν
time
value
Acquiring Agile Development
bull Agile goes by different names at different agencies agile iterative modular
bull Acquiring agile or modular development requires a shift from traditional contracting approaches
bull Agile is adaptive and flexible and needs similar contracting attributes to work
bull Traditional approaches dictate encyclopedic documentation of requirements before bidding starts inconsistent with agile software development lifecycle (SDLC)
Modular vs Agile Development
bull Modular contracting authorized by Clinger-Cohen Act (PL 104-106) and included in FAR 39103
bull Two flavors of modular development Break system down into components that are separately acquired
Iterative or incremental development
bull Agile is synonymous with the iterative approach
Team-Based Approach
Integrated Project Team (IPT) responsibilities
bull Describe the problem ndash ensure agency mission focus
bull Examine publicprivate sector solutions
bull Describe the work and define strategy
bull Decide how to measure and monitor performance
bull Select contractor
bull Manage performance through IPT
bull Define roles for government business owners as participants in process delivery (demo review)
OMBrsquos Guidance to Support
Modular Development
encourages the use of IPTs
Current Contract Vehicles
bull IDIQ Contracts bull Single Contract with
Options bull Successive Contracts bull GSA Schedule
Blanket Purchase Agreement(s)
IDIQ Contracts
bull ldquoUmbrella Contractsrdquo
bull Issue series of task orders
bull Task orders can be fixed price
bull Procedures established for award of subsequent task orders
Single Contract with Options
bull Requires upfront development of overall requirements
bull Development occurs through a series of modules ndash each with a separate option
bull Option exercised upon successful completion
Successive Contracts
bull Each module can stand alone
bull Upon completion of a module a competition occurs
bull Assumes a different company can develop the next module independently of incumbent
bull Places burden on the government for integration
GSA Schedule Blanket Purchase Agreement(s)
bull Similar to IDIQ contracts
bull Advantage is the government controls the extent of competition and selection of offerors
bull Faster and easier to implement than IDIQ contracts
bull Could be single award or multiple award
Current Contract Types
bull One type does not fit all situations
bull Firm fixed price o Module level o Level of Effort Sprint level
bull Labor Hour TampM bull Cost reimbursement bull Performance based -
incentives
Success Factors
bull Educate the entire team on agile concepts
bull Use IPT and teambuilding techniques
bull Conduct market research
bull Develop tailored strategy
bull Know how to manage performance
Questions Todayrsquos seminar was approved by PMI to award 1 PMI-PDU and 1 PMI-ACP PDU for attendance bull Go to aspe-sdlccompdu for instructions on
submitting your PDU bull You can submit your PDU by mail or
electronically bull The Activity code for todayrsquos presentation is
WS031913A and ASPErsquos REP number is 2161 bull The seminars are Category A for one PDU
Traditional ldquoWaterfallrdquo Methodology
Feasibility
Analysis
Design
Test
Implement
Maintain
What is Agile
Agile uses methods based on incremental development where requirements evolve through collaboration between self-organized cross-disciplined teams
Release Backlog
Sprint Backlog
Project A
Project B
Project C
Product Backlog
Projects are entered into queue and some are
approved for requirements elaboration
Sprint
Release Backlog
Sprint Backlog
Project B
Project C
Product Backlog
Projects are entered into queue and some are
approved for requirements elaboration
Product Backlog
Project A
Product Backlog
Sprint
Release Backlog
Sprint Backlog
Project B
Project C
Product Backlog
Development team assigns story points and together with
product owner identifies highest priority user stories for next
release
Product Backlog
Project A
Product Backlog
Sprint
Release Backlog
Sprint Backlog
Project B
Project C
Product Backlog
Development team begins iterative development by selecting high priority and
logically grouped work from release backlog for each sprint
Product Backlog
Project A
Sprint
Release Backlog
Sprint Backlog
Project B
Project C
Product Backlog
Each sprint will produce potentially customer-facing
product
Product Backlog
Project A
Sprint
Release Backlog
Sprint Backlog
Project A
Project B
Project C
Product Backlog
Product backlog must stay ahead of
development
Sprint
Agile PracticesConcepts
bull Business unitDevelopment unit bull Product OwnerScrumMaster bull IterationSprint bull Daily Scrum bull User Story bull Task board bull Burndown bull Velocity bull Retrospective
Self-Organized Teams
Why Agile for the Federal Sector Now
ldquoWhile investments in IT have the potential to improve lives
and organizations some federally funded IT projects canmdashand havemdashbecome risky costly unproductive mistakes
As we have described in numerous reports and testimonies
federal IT projects too frequently incur cost overruns and schedule slippages while contributing little to mission-related outcomes
Further while IT should enable government to better serve
the American people the federal government has not achieved expected productivity improvementsmdashdespite spending more than $600 billion on IT over the past decaderdquo [Emphasis added]
- Government Accountability Office report
April 2012
The Subject of Recent Focus
Defense
Science Board
Report
(March 2009) FY2010 NDAA
Section 804
(October 2009)
OMBrsquos 25-Point
Plan to Reform IT
Management
(December 2010)
OMBrsquos
Contracting
Guidance to
Support Modular
Development
(June 2012)
Where is Agile Now
Traditional ldquoWaterfallrdquo Methodology
Feasibility
Analysis
Design
Test
Implement
Maintain
Benefits of AgileModular Methodology
bull Faster delivery of valuable capabilities to customers
bull Increased flexibility to adopt emerging technologies reducing the risk of technological obsolescence
bull Decreased overall investment risk as agencies plan for smaller projects and increments versus ldquogrand designrdquo
bull Creation of new opportunities for small businesses
bull Greater visibility into contractor performance
bull Less risk to agencies if investment is terminated
Traditional Development Agile Development
Business Value
90 Value Last 10 time
Δτ
Δν
time
value
Acquiring Agile Development
bull Agile goes by different names at different agencies agile iterative modular
bull Acquiring agile or modular development requires a shift from traditional contracting approaches
bull Agile is adaptive and flexible and needs similar contracting attributes to work
bull Traditional approaches dictate encyclopedic documentation of requirements before bidding starts inconsistent with agile software development lifecycle (SDLC)
Modular vs Agile Development
bull Modular contracting authorized by Clinger-Cohen Act (PL 104-106) and included in FAR 39103
bull Two flavors of modular development Break system down into components that are separately acquired
Iterative or incremental development
bull Agile is synonymous with the iterative approach
Team-Based Approach
Integrated Project Team (IPT) responsibilities
bull Describe the problem ndash ensure agency mission focus
bull Examine publicprivate sector solutions
bull Describe the work and define strategy
bull Decide how to measure and monitor performance
bull Select contractor
bull Manage performance through IPT
bull Define roles for government business owners as participants in process delivery (demo review)
OMBrsquos Guidance to Support
Modular Development
encourages the use of IPTs
Current Contract Vehicles
bull IDIQ Contracts bull Single Contract with
Options bull Successive Contracts bull GSA Schedule
Blanket Purchase Agreement(s)
IDIQ Contracts
bull ldquoUmbrella Contractsrdquo
bull Issue series of task orders
bull Task orders can be fixed price
bull Procedures established for award of subsequent task orders
Single Contract with Options
bull Requires upfront development of overall requirements
bull Development occurs through a series of modules ndash each with a separate option
bull Option exercised upon successful completion
Successive Contracts
bull Each module can stand alone
bull Upon completion of a module a competition occurs
bull Assumes a different company can develop the next module independently of incumbent
bull Places burden on the government for integration
GSA Schedule Blanket Purchase Agreement(s)
bull Similar to IDIQ contracts
bull Advantage is the government controls the extent of competition and selection of offerors
bull Faster and easier to implement than IDIQ contracts
bull Could be single award or multiple award
Current Contract Types
bull One type does not fit all situations
bull Firm fixed price o Module level o Level of Effort Sprint level
bull Labor Hour TampM bull Cost reimbursement bull Performance based -
incentives
Success Factors
bull Educate the entire team on agile concepts
bull Use IPT and teambuilding techniques
bull Conduct market research
bull Develop tailored strategy
bull Know how to manage performance
Questions Todayrsquos seminar was approved by PMI to award 1 PMI-PDU and 1 PMI-ACP PDU for attendance bull Go to aspe-sdlccompdu for instructions on
submitting your PDU bull You can submit your PDU by mail or
electronically bull The Activity code for todayrsquos presentation is
WS031913A and ASPErsquos REP number is 2161 bull The seminars are Category A for one PDU
What is Agile
Agile uses methods based on incremental development where requirements evolve through collaboration between self-organized cross-disciplined teams
Release Backlog
Sprint Backlog
Project A
Project B
Project C
Product Backlog
Projects are entered into queue and some are
approved for requirements elaboration
Sprint
Release Backlog
Sprint Backlog
Project B
Project C
Product Backlog
Projects are entered into queue and some are
approved for requirements elaboration
Product Backlog
Project A
Product Backlog
Sprint
Release Backlog
Sprint Backlog
Project B
Project C
Product Backlog
Development team assigns story points and together with
product owner identifies highest priority user stories for next
release
Product Backlog
Project A
Product Backlog
Sprint
Release Backlog
Sprint Backlog
Project B
Project C
Product Backlog
Development team begins iterative development by selecting high priority and
logically grouped work from release backlog for each sprint
Product Backlog
Project A
Sprint
Release Backlog
Sprint Backlog
Project B
Project C
Product Backlog
Each sprint will produce potentially customer-facing
product
Product Backlog
Project A
Sprint
Release Backlog
Sprint Backlog
Project A
Project B
Project C
Product Backlog
Product backlog must stay ahead of
development
Sprint
Agile PracticesConcepts
bull Business unitDevelopment unit bull Product OwnerScrumMaster bull IterationSprint bull Daily Scrum bull User Story bull Task board bull Burndown bull Velocity bull Retrospective
Self-Organized Teams
Why Agile for the Federal Sector Now
ldquoWhile investments in IT have the potential to improve lives
and organizations some federally funded IT projects canmdashand havemdashbecome risky costly unproductive mistakes
As we have described in numerous reports and testimonies
federal IT projects too frequently incur cost overruns and schedule slippages while contributing little to mission-related outcomes
Further while IT should enable government to better serve
the American people the federal government has not achieved expected productivity improvementsmdashdespite spending more than $600 billion on IT over the past decaderdquo [Emphasis added]
- Government Accountability Office report
April 2012
The Subject of Recent Focus
Defense
Science Board
Report
(March 2009) FY2010 NDAA
Section 804
(October 2009)
OMBrsquos 25-Point
Plan to Reform IT
Management
(December 2010)
OMBrsquos
Contracting
Guidance to
Support Modular
Development
(June 2012)
Where is Agile Now
Traditional ldquoWaterfallrdquo Methodology
Feasibility
Analysis
Design
Test
Implement
Maintain
Benefits of AgileModular Methodology
bull Faster delivery of valuable capabilities to customers
bull Increased flexibility to adopt emerging technologies reducing the risk of technological obsolescence
bull Decreased overall investment risk as agencies plan for smaller projects and increments versus ldquogrand designrdquo
bull Creation of new opportunities for small businesses
bull Greater visibility into contractor performance
bull Less risk to agencies if investment is terminated
Traditional Development Agile Development
Business Value
90 Value Last 10 time
Δτ
Δν
time
value
Acquiring Agile Development
bull Agile goes by different names at different agencies agile iterative modular
bull Acquiring agile or modular development requires a shift from traditional contracting approaches
bull Agile is adaptive and flexible and needs similar contracting attributes to work
bull Traditional approaches dictate encyclopedic documentation of requirements before bidding starts inconsistent with agile software development lifecycle (SDLC)
Modular vs Agile Development
bull Modular contracting authorized by Clinger-Cohen Act (PL 104-106) and included in FAR 39103
bull Two flavors of modular development Break system down into components that are separately acquired
Iterative or incremental development
bull Agile is synonymous with the iterative approach
Team-Based Approach
Integrated Project Team (IPT) responsibilities
bull Describe the problem ndash ensure agency mission focus
bull Examine publicprivate sector solutions
bull Describe the work and define strategy
bull Decide how to measure and monitor performance
bull Select contractor
bull Manage performance through IPT
bull Define roles for government business owners as participants in process delivery (demo review)
OMBrsquos Guidance to Support
Modular Development
encourages the use of IPTs
Current Contract Vehicles
bull IDIQ Contracts bull Single Contract with
Options bull Successive Contracts bull GSA Schedule
Blanket Purchase Agreement(s)
IDIQ Contracts
bull ldquoUmbrella Contractsrdquo
bull Issue series of task orders
bull Task orders can be fixed price
bull Procedures established for award of subsequent task orders
Single Contract with Options
bull Requires upfront development of overall requirements
bull Development occurs through a series of modules ndash each with a separate option
bull Option exercised upon successful completion
Successive Contracts
bull Each module can stand alone
bull Upon completion of a module a competition occurs
bull Assumes a different company can develop the next module independently of incumbent
bull Places burden on the government for integration
GSA Schedule Blanket Purchase Agreement(s)
bull Similar to IDIQ contracts
bull Advantage is the government controls the extent of competition and selection of offerors
bull Faster and easier to implement than IDIQ contracts
bull Could be single award or multiple award
Current Contract Types
bull One type does not fit all situations
bull Firm fixed price o Module level o Level of Effort Sprint level
bull Labor Hour TampM bull Cost reimbursement bull Performance based -
incentives
Success Factors
bull Educate the entire team on agile concepts
bull Use IPT and teambuilding techniques
bull Conduct market research
bull Develop tailored strategy
bull Know how to manage performance
Questions Todayrsquos seminar was approved by PMI to award 1 PMI-PDU and 1 PMI-ACP PDU for attendance bull Go to aspe-sdlccompdu for instructions on
submitting your PDU bull You can submit your PDU by mail or
electronically bull The Activity code for todayrsquos presentation is
WS031913A and ASPErsquos REP number is 2161 bull The seminars are Category A for one PDU
Release Backlog
Sprint Backlog
Project A
Project B
Project C
Product Backlog
Projects are entered into queue and some are
approved for requirements elaboration
Sprint
Release Backlog
Sprint Backlog
Project B
Project C
Product Backlog
Projects are entered into queue and some are
approved for requirements elaboration
Product Backlog
Project A
Product Backlog
Sprint
Release Backlog
Sprint Backlog
Project B
Project C
Product Backlog
Development team assigns story points and together with
product owner identifies highest priority user stories for next
release
Product Backlog
Project A
Product Backlog
Sprint
Release Backlog
Sprint Backlog
Project B
Project C
Product Backlog
Development team begins iterative development by selecting high priority and
logically grouped work from release backlog for each sprint
Product Backlog
Project A
Sprint
Release Backlog
Sprint Backlog
Project B
Project C
Product Backlog
Each sprint will produce potentially customer-facing
product
Product Backlog
Project A
Sprint
Release Backlog
Sprint Backlog
Project A
Project B
Project C
Product Backlog
Product backlog must stay ahead of
development
Sprint
Agile PracticesConcepts
bull Business unitDevelopment unit bull Product OwnerScrumMaster bull IterationSprint bull Daily Scrum bull User Story bull Task board bull Burndown bull Velocity bull Retrospective
Self-Organized Teams
Why Agile for the Federal Sector Now
ldquoWhile investments in IT have the potential to improve lives
and organizations some federally funded IT projects canmdashand havemdashbecome risky costly unproductive mistakes
As we have described in numerous reports and testimonies
federal IT projects too frequently incur cost overruns and schedule slippages while contributing little to mission-related outcomes
Further while IT should enable government to better serve
the American people the federal government has not achieved expected productivity improvementsmdashdespite spending more than $600 billion on IT over the past decaderdquo [Emphasis added]
- Government Accountability Office report
April 2012
The Subject of Recent Focus
Defense
Science Board
Report
(March 2009) FY2010 NDAA
Section 804
(October 2009)
OMBrsquos 25-Point
Plan to Reform IT
Management
(December 2010)
OMBrsquos
Contracting
Guidance to
Support Modular
Development
(June 2012)
Where is Agile Now
Traditional ldquoWaterfallrdquo Methodology
Feasibility
Analysis
Design
Test
Implement
Maintain
Benefits of AgileModular Methodology
bull Faster delivery of valuable capabilities to customers
bull Increased flexibility to adopt emerging technologies reducing the risk of technological obsolescence
bull Decreased overall investment risk as agencies plan for smaller projects and increments versus ldquogrand designrdquo
bull Creation of new opportunities for small businesses
bull Greater visibility into contractor performance
bull Less risk to agencies if investment is terminated
Traditional Development Agile Development
Business Value
90 Value Last 10 time
Δτ
Δν
time
value
Acquiring Agile Development
bull Agile goes by different names at different agencies agile iterative modular
bull Acquiring agile or modular development requires a shift from traditional contracting approaches
bull Agile is adaptive and flexible and needs similar contracting attributes to work
bull Traditional approaches dictate encyclopedic documentation of requirements before bidding starts inconsistent with agile software development lifecycle (SDLC)
Modular vs Agile Development
bull Modular contracting authorized by Clinger-Cohen Act (PL 104-106) and included in FAR 39103
bull Two flavors of modular development Break system down into components that are separately acquired
Iterative or incremental development
bull Agile is synonymous with the iterative approach
Team-Based Approach
Integrated Project Team (IPT) responsibilities
bull Describe the problem ndash ensure agency mission focus
bull Examine publicprivate sector solutions
bull Describe the work and define strategy
bull Decide how to measure and monitor performance
bull Select contractor
bull Manage performance through IPT
bull Define roles for government business owners as participants in process delivery (demo review)
OMBrsquos Guidance to Support
Modular Development
encourages the use of IPTs
Current Contract Vehicles
bull IDIQ Contracts bull Single Contract with
Options bull Successive Contracts bull GSA Schedule
Blanket Purchase Agreement(s)
IDIQ Contracts
bull ldquoUmbrella Contractsrdquo
bull Issue series of task orders
bull Task orders can be fixed price
bull Procedures established for award of subsequent task orders
Single Contract with Options
bull Requires upfront development of overall requirements
bull Development occurs through a series of modules ndash each with a separate option
bull Option exercised upon successful completion
Successive Contracts
bull Each module can stand alone
bull Upon completion of a module a competition occurs
bull Assumes a different company can develop the next module independently of incumbent
bull Places burden on the government for integration
GSA Schedule Blanket Purchase Agreement(s)
bull Similar to IDIQ contracts
bull Advantage is the government controls the extent of competition and selection of offerors
bull Faster and easier to implement than IDIQ contracts
bull Could be single award or multiple award
Current Contract Types
bull One type does not fit all situations
bull Firm fixed price o Module level o Level of Effort Sprint level
bull Labor Hour TampM bull Cost reimbursement bull Performance based -
incentives
Success Factors
bull Educate the entire team on agile concepts
bull Use IPT and teambuilding techniques
bull Conduct market research
bull Develop tailored strategy
bull Know how to manage performance
Questions Todayrsquos seminar was approved by PMI to award 1 PMI-PDU and 1 PMI-ACP PDU for attendance bull Go to aspe-sdlccompdu for instructions on
submitting your PDU bull You can submit your PDU by mail or
electronically bull The Activity code for todayrsquos presentation is
WS031913A and ASPErsquos REP number is 2161 bull The seminars are Category A for one PDU
Release Backlog
Sprint Backlog
Project B
Project C
Product Backlog
Projects are entered into queue and some are
approved for requirements elaboration
Product Backlog
Project A
Product Backlog
Sprint
Release Backlog
Sprint Backlog
Project B
Project C
Product Backlog
Development team assigns story points and together with
product owner identifies highest priority user stories for next
release
Product Backlog
Project A
Product Backlog
Sprint
Release Backlog
Sprint Backlog
Project B
Project C
Product Backlog
Development team begins iterative development by selecting high priority and
logically grouped work from release backlog for each sprint
Product Backlog
Project A
Sprint
Release Backlog
Sprint Backlog
Project B
Project C
Product Backlog
Each sprint will produce potentially customer-facing
product
Product Backlog
Project A
Sprint
Release Backlog
Sprint Backlog
Project A
Project B
Project C
Product Backlog
Product backlog must stay ahead of
development
Sprint
Agile PracticesConcepts
bull Business unitDevelopment unit bull Product OwnerScrumMaster bull IterationSprint bull Daily Scrum bull User Story bull Task board bull Burndown bull Velocity bull Retrospective
Self-Organized Teams
Why Agile for the Federal Sector Now
ldquoWhile investments in IT have the potential to improve lives
and organizations some federally funded IT projects canmdashand havemdashbecome risky costly unproductive mistakes
As we have described in numerous reports and testimonies
federal IT projects too frequently incur cost overruns and schedule slippages while contributing little to mission-related outcomes
Further while IT should enable government to better serve
the American people the federal government has not achieved expected productivity improvementsmdashdespite spending more than $600 billion on IT over the past decaderdquo [Emphasis added]
- Government Accountability Office report
April 2012
The Subject of Recent Focus
Defense
Science Board
Report
(March 2009) FY2010 NDAA
Section 804
(October 2009)
OMBrsquos 25-Point
Plan to Reform IT
Management
(December 2010)
OMBrsquos
Contracting
Guidance to
Support Modular
Development
(June 2012)
Where is Agile Now
Traditional ldquoWaterfallrdquo Methodology
Feasibility
Analysis
Design
Test
Implement
Maintain
Benefits of AgileModular Methodology
bull Faster delivery of valuable capabilities to customers
bull Increased flexibility to adopt emerging technologies reducing the risk of technological obsolescence
bull Decreased overall investment risk as agencies plan for smaller projects and increments versus ldquogrand designrdquo
bull Creation of new opportunities for small businesses
bull Greater visibility into contractor performance
bull Less risk to agencies if investment is terminated
Traditional Development Agile Development
Business Value
90 Value Last 10 time
Δτ
Δν
time
value
Acquiring Agile Development
bull Agile goes by different names at different agencies agile iterative modular
bull Acquiring agile or modular development requires a shift from traditional contracting approaches
bull Agile is adaptive and flexible and needs similar contracting attributes to work
bull Traditional approaches dictate encyclopedic documentation of requirements before bidding starts inconsistent with agile software development lifecycle (SDLC)
Modular vs Agile Development
bull Modular contracting authorized by Clinger-Cohen Act (PL 104-106) and included in FAR 39103
bull Two flavors of modular development Break system down into components that are separately acquired
Iterative or incremental development
bull Agile is synonymous with the iterative approach
Team-Based Approach
Integrated Project Team (IPT) responsibilities
bull Describe the problem ndash ensure agency mission focus
bull Examine publicprivate sector solutions
bull Describe the work and define strategy
bull Decide how to measure and monitor performance
bull Select contractor
bull Manage performance through IPT
bull Define roles for government business owners as participants in process delivery (demo review)
OMBrsquos Guidance to Support
Modular Development
encourages the use of IPTs
Current Contract Vehicles
bull IDIQ Contracts bull Single Contract with
Options bull Successive Contracts bull GSA Schedule
Blanket Purchase Agreement(s)
IDIQ Contracts
bull ldquoUmbrella Contractsrdquo
bull Issue series of task orders
bull Task orders can be fixed price
bull Procedures established for award of subsequent task orders
Single Contract with Options
bull Requires upfront development of overall requirements
bull Development occurs through a series of modules ndash each with a separate option
bull Option exercised upon successful completion
Successive Contracts
bull Each module can stand alone
bull Upon completion of a module a competition occurs
bull Assumes a different company can develop the next module independently of incumbent
bull Places burden on the government for integration
GSA Schedule Blanket Purchase Agreement(s)
bull Similar to IDIQ contracts
bull Advantage is the government controls the extent of competition and selection of offerors
bull Faster and easier to implement than IDIQ contracts
bull Could be single award or multiple award
Current Contract Types
bull One type does not fit all situations
bull Firm fixed price o Module level o Level of Effort Sprint level
bull Labor Hour TampM bull Cost reimbursement bull Performance based -
incentives
Success Factors
bull Educate the entire team on agile concepts
bull Use IPT and teambuilding techniques
bull Conduct market research
bull Develop tailored strategy
bull Know how to manage performance
Questions Todayrsquos seminar was approved by PMI to award 1 PMI-PDU and 1 PMI-ACP PDU for attendance bull Go to aspe-sdlccompdu for instructions on
submitting your PDU bull You can submit your PDU by mail or
electronically bull The Activity code for todayrsquos presentation is
WS031913A and ASPErsquos REP number is 2161 bull The seminars are Category A for one PDU
Release Backlog
Sprint Backlog
Project B
Project C
Product Backlog
Development team assigns story points and together with
product owner identifies highest priority user stories for next
release
Product Backlog
Project A
Product Backlog
Sprint
Release Backlog
Sprint Backlog
Project B
Project C
Product Backlog
Development team begins iterative development by selecting high priority and
logically grouped work from release backlog for each sprint
Product Backlog
Project A
Sprint
Release Backlog
Sprint Backlog
Project B
Project C
Product Backlog
Each sprint will produce potentially customer-facing
product
Product Backlog
Project A
Sprint
Release Backlog
Sprint Backlog
Project A
Project B
Project C
Product Backlog
Product backlog must stay ahead of
development
Sprint
Agile PracticesConcepts
bull Business unitDevelopment unit bull Product OwnerScrumMaster bull IterationSprint bull Daily Scrum bull User Story bull Task board bull Burndown bull Velocity bull Retrospective
Self-Organized Teams
Why Agile for the Federal Sector Now
ldquoWhile investments in IT have the potential to improve lives
and organizations some federally funded IT projects canmdashand havemdashbecome risky costly unproductive mistakes
As we have described in numerous reports and testimonies
federal IT projects too frequently incur cost overruns and schedule slippages while contributing little to mission-related outcomes
Further while IT should enable government to better serve
the American people the federal government has not achieved expected productivity improvementsmdashdespite spending more than $600 billion on IT over the past decaderdquo [Emphasis added]
- Government Accountability Office report
April 2012
The Subject of Recent Focus
Defense
Science Board
Report
(March 2009) FY2010 NDAA
Section 804
(October 2009)
OMBrsquos 25-Point
Plan to Reform IT
Management
(December 2010)
OMBrsquos
Contracting
Guidance to
Support Modular
Development
(June 2012)
Where is Agile Now
Traditional ldquoWaterfallrdquo Methodology
Feasibility
Analysis
Design
Test
Implement
Maintain
Benefits of AgileModular Methodology
bull Faster delivery of valuable capabilities to customers
bull Increased flexibility to adopt emerging technologies reducing the risk of technological obsolescence
bull Decreased overall investment risk as agencies plan for smaller projects and increments versus ldquogrand designrdquo
bull Creation of new opportunities for small businesses
bull Greater visibility into contractor performance
bull Less risk to agencies if investment is terminated
Traditional Development Agile Development
Business Value
90 Value Last 10 time
Δτ
Δν
time
value
Acquiring Agile Development
bull Agile goes by different names at different agencies agile iterative modular
bull Acquiring agile or modular development requires a shift from traditional contracting approaches
bull Agile is adaptive and flexible and needs similar contracting attributes to work
bull Traditional approaches dictate encyclopedic documentation of requirements before bidding starts inconsistent with agile software development lifecycle (SDLC)
Modular vs Agile Development
bull Modular contracting authorized by Clinger-Cohen Act (PL 104-106) and included in FAR 39103
bull Two flavors of modular development Break system down into components that are separately acquired
Iterative or incremental development
bull Agile is synonymous with the iterative approach
Team-Based Approach
Integrated Project Team (IPT) responsibilities
bull Describe the problem ndash ensure agency mission focus
bull Examine publicprivate sector solutions
bull Describe the work and define strategy
bull Decide how to measure and monitor performance
bull Select contractor
bull Manage performance through IPT
bull Define roles for government business owners as participants in process delivery (demo review)
OMBrsquos Guidance to Support
Modular Development
encourages the use of IPTs
Current Contract Vehicles
bull IDIQ Contracts bull Single Contract with
Options bull Successive Contracts bull GSA Schedule
Blanket Purchase Agreement(s)
IDIQ Contracts
bull ldquoUmbrella Contractsrdquo
bull Issue series of task orders
bull Task orders can be fixed price
bull Procedures established for award of subsequent task orders
Single Contract with Options
bull Requires upfront development of overall requirements
bull Development occurs through a series of modules ndash each with a separate option
bull Option exercised upon successful completion
Successive Contracts
bull Each module can stand alone
bull Upon completion of a module a competition occurs
bull Assumes a different company can develop the next module independently of incumbent
bull Places burden on the government for integration
GSA Schedule Blanket Purchase Agreement(s)
bull Similar to IDIQ contracts
bull Advantage is the government controls the extent of competition and selection of offerors
bull Faster and easier to implement than IDIQ contracts
bull Could be single award or multiple award
Current Contract Types
bull One type does not fit all situations
bull Firm fixed price o Module level o Level of Effort Sprint level
bull Labor Hour TampM bull Cost reimbursement bull Performance based -
incentives
Success Factors
bull Educate the entire team on agile concepts
bull Use IPT and teambuilding techniques
bull Conduct market research
bull Develop tailored strategy
bull Know how to manage performance
Questions Todayrsquos seminar was approved by PMI to award 1 PMI-PDU and 1 PMI-ACP PDU for attendance bull Go to aspe-sdlccompdu for instructions on
submitting your PDU bull You can submit your PDU by mail or
electronically bull The Activity code for todayrsquos presentation is
WS031913A and ASPErsquos REP number is 2161 bull The seminars are Category A for one PDU
Release Backlog
Sprint Backlog
Project B
Project C
Product Backlog
Development team begins iterative development by selecting high priority and
logically grouped work from release backlog for each sprint
Product Backlog
Project A
Sprint
Release Backlog
Sprint Backlog
Project B
Project C
Product Backlog
Each sprint will produce potentially customer-facing
product
Product Backlog
Project A
Sprint
Release Backlog
Sprint Backlog
Project A
Project B
Project C
Product Backlog
Product backlog must stay ahead of
development
Sprint
Agile PracticesConcepts
bull Business unitDevelopment unit bull Product OwnerScrumMaster bull IterationSprint bull Daily Scrum bull User Story bull Task board bull Burndown bull Velocity bull Retrospective
Self-Organized Teams
Why Agile for the Federal Sector Now
ldquoWhile investments in IT have the potential to improve lives
and organizations some federally funded IT projects canmdashand havemdashbecome risky costly unproductive mistakes
As we have described in numerous reports and testimonies
federal IT projects too frequently incur cost overruns and schedule slippages while contributing little to mission-related outcomes
Further while IT should enable government to better serve
the American people the federal government has not achieved expected productivity improvementsmdashdespite spending more than $600 billion on IT over the past decaderdquo [Emphasis added]
- Government Accountability Office report
April 2012
The Subject of Recent Focus
Defense
Science Board
Report
(March 2009) FY2010 NDAA
Section 804
(October 2009)
OMBrsquos 25-Point
Plan to Reform IT
Management
(December 2010)
OMBrsquos
Contracting
Guidance to
Support Modular
Development
(June 2012)
Where is Agile Now
Traditional ldquoWaterfallrdquo Methodology
Feasibility
Analysis
Design
Test
Implement
Maintain
Benefits of AgileModular Methodology
bull Faster delivery of valuable capabilities to customers
bull Increased flexibility to adopt emerging technologies reducing the risk of technological obsolescence
bull Decreased overall investment risk as agencies plan for smaller projects and increments versus ldquogrand designrdquo
bull Creation of new opportunities for small businesses
bull Greater visibility into contractor performance
bull Less risk to agencies if investment is terminated
Traditional Development Agile Development
Business Value
90 Value Last 10 time
Δτ
Δν
time
value
Acquiring Agile Development
bull Agile goes by different names at different agencies agile iterative modular
bull Acquiring agile or modular development requires a shift from traditional contracting approaches
bull Agile is adaptive and flexible and needs similar contracting attributes to work
bull Traditional approaches dictate encyclopedic documentation of requirements before bidding starts inconsistent with agile software development lifecycle (SDLC)
Modular vs Agile Development
bull Modular contracting authorized by Clinger-Cohen Act (PL 104-106) and included in FAR 39103
bull Two flavors of modular development Break system down into components that are separately acquired
Iterative or incremental development
bull Agile is synonymous with the iterative approach
Team-Based Approach
Integrated Project Team (IPT) responsibilities
bull Describe the problem ndash ensure agency mission focus
bull Examine publicprivate sector solutions
bull Describe the work and define strategy
bull Decide how to measure and monitor performance
bull Select contractor
bull Manage performance through IPT
bull Define roles for government business owners as participants in process delivery (demo review)
OMBrsquos Guidance to Support
Modular Development
encourages the use of IPTs
Current Contract Vehicles
bull IDIQ Contracts bull Single Contract with
Options bull Successive Contracts bull GSA Schedule
Blanket Purchase Agreement(s)
IDIQ Contracts
bull ldquoUmbrella Contractsrdquo
bull Issue series of task orders
bull Task orders can be fixed price
bull Procedures established for award of subsequent task orders
Single Contract with Options
bull Requires upfront development of overall requirements
bull Development occurs through a series of modules ndash each with a separate option
bull Option exercised upon successful completion
Successive Contracts
bull Each module can stand alone
bull Upon completion of a module a competition occurs
bull Assumes a different company can develop the next module independently of incumbent
bull Places burden on the government for integration
GSA Schedule Blanket Purchase Agreement(s)
bull Similar to IDIQ contracts
bull Advantage is the government controls the extent of competition and selection of offerors
bull Faster and easier to implement than IDIQ contracts
bull Could be single award or multiple award
Current Contract Types
bull One type does not fit all situations
bull Firm fixed price o Module level o Level of Effort Sprint level
bull Labor Hour TampM bull Cost reimbursement bull Performance based -
incentives
Success Factors
bull Educate the entire team on agile concepts
bull Use IPT and teambuilding techniques
bull Conduct market research
bull Develop tailored strategy
bull Know how to manage performance
Questions Todayrsquos seminar was approved by PMI to award 1 PMI-PDU and 1 PMI-ACP PDU for attendance bull Go to aspe-sdlccompdu for instructions on
submitting your PDU bull You can submit your PDU by mail or
electronically bull The Activity code for todayrsquos presentation is
WS031913A and ASPErsquos REP number is 2161 bull The seminars are Category A for one PDU
Release Backlog
Sprint Backlog
Project B
Project C
Product Backlog
Each sprint will produce potentially customer-facing
product
Product Backlog
Project A
Sprint
Release Backlog
Sprint Backlog
Project A
Project B
Project C
Product Backlog
Product backlog must stay ahead of
development
Sprint
Agile PracticesConcepts
bull Business unitDevelopment unit bull Product OwnerScrumMaster bull IterationSprint bull Daily Scrum bull User Story bull Task board bull Burndown bull Velocity bull Retrospective
Self-Organized Teams
Why Agile for the Federal Sector Now
ldquoWhile investments in IT have the potential to improve lives
and organizations some federally funded IT projects canmdashand havemdashbecome risky costly unproductive mistakes
As we have described in numerous reports and testimonies
federal IT projects too frequently incur cost overruns and schedule slippages while contributing little to mission-related outcomes
Further while IT should enable government to better serve
the American people the federal government has not achieved expected productivity improvementsmdashdespite spending more than $600 billion on IT over the past decaderdquo [Emphasis added]
- Government Accountability Office report
April 2012
The Subject of Recent Focus
Defense
Science Board
Report
(March 2009) FY2010 NDAA
Section 804
(October 2009)
OMBrsquos 25-Point
Plan to Reform IT
Management
(December 2010)
OMBrsquos
Contracting
Guidance to
Support Modular
Development
(June 2012)
Where is Agile Now
Traditional ldquoWaterfallrdquo Methodology
Feasibility
Analysis
Design
Test
Implement
Maintain
Benefits of AgileModular Methodology
bull Faster delivery of valuable capabilities to customers
bull Increased flexibility to adopt emerging technologies reducing the risk of technological obsolescence
bull Decreased overall investment risk as agencies plan for smaller projects and increments versus ldquogrand designrdquo
bull Creation of new opportunities for small businesses
bull Greater visibility into contractor performance
bull Less risk to agencies if investment is terminated
Traditional Development Agile Development
Business Value
90 Value Last 10 time
Δτ
Δν
time
value
Acquiring Agile Development
bull Agile goes by different names at different agencies agile iterative modular
bull Acquiring agile or modular development requires a shift from traditional contracting approaches
bull Agile is adaptive and flexible and needs similar contracting attributes to work
bull Traditional approaches dictate encyclopedic documentation of requirements before bidding starts inconsistent with agile software development lifecycle (SDLC)
Modular vs Agile Development
bull Modular contracting authorized by Clinger-Cohen Act (PL 104-106) and included in FAR 39103
bull Two flavors of modular development Break system down into components that are separately acquired
Iterative or incremental development
bull Agile is synonymous with the iterative approach
Team-Based Approach
Integrated Project Team (IPT) responsibilities
bull Describe the problem ndash ensure agency mission focus
bull Examine publicprivate sector solutions
bull Describe the work and define strategy
bull Decide how to measure and monitor performance
bull Select contractor
bull Manage performance through IPT
bull Define roles for government business owners as participants in process delivery (demo review)
OMBrsquos Guidance to Support
Modular Development
encourages the use of IPTs
Current Contract Vehicles
bull IDIQ Contracts bull Single Contract with
Options bull Successive Contracts bull GSA Schedule
Blanket Purchase Agreement(s)
IDIQ Contracts
bull ldquoUmbrella Contractsrdquo
bull Issue series of task orders
bull Task orders can be fixed price
bull Procedures established for award of subsequent task orders
Single Contract with Options
bull Requires upfront development of overall requirements
bull Development occurs through a series of modules ndash each with a separate option
bull Option exercised upon successful completion
Successive Contracts
bull Each module can stand alone
bull Upon completion of a module a competition occurs
bull Assumes a different company can develop the next module independently of incumbent
bull Places burden on the government for integration
GSA Schedule Blanket Purchase Agreement(s)
bull Similar to IDIQ contracts
bull Advantage is the government controls the extent of competition and selection of offerors
bull Faster and easier to implement than IDIQ contracts
bull Could be single award or multiple award
Current Contract Types
bull One type does not fit all situations
bull Firm fixed price o Module level o Level of Effort Sprint level
bull Labor Hour TampM bull Cost reimbursement bull Performance based -
incentives
Success Factors
bull Educate the entire team on agile concepts
bull Use IPT and teambuilding techniques
bull Conduct market research
bull Develop tailored strategy
bull Know how to manage performance
Questions Todayrsquos seminar was approved by PMI to award 1 PMI-PDU and 1 PMI-ACP PDU for attendance bull Go to aspe-sdlccompdu for instructions on
submitting your PDU bull You can submit your PDU by mail or
electronically bull The Activity code for todayrsquos presentation is
WS031913A and ASPErsquos REP number is 2161 bull The seminars are Category A for one PDU
Release Backlog
Sprint Backlog
Project A
Project B
Project C
Product Backlog
Product backlog must stay ahead of
development
Sprint
Agile PracticesConcepts
bull Business unitDevelopment unit bull Product OwnerScrumMaster bull IterationSprint bull Daily Scrum bull User Story bull Task board bull Burndown bull Velocity bull Retrospective
Self-Organized Teams
Why Agile for the Federal Sector Now
ldquoWhile investments in IT have the potential to improve lives
and organizations some federally funded IT projects canmdashand havemdashbecome risky costly unproductive mistakes
As we have described in numerous reports and testimonies
federal IT projects too frequently incur cost overruns and schedule slippages while contributing little to mission-related outcomes
Further while IT should enable government to better serve
the American people the federal government has not achieved expected productivity improvementsmdashdespite spending more than $600 billion on IT over the past decaderdquo [Emphasis added]
- Government Accountability Office report
April 2012
The Subject of Recent Focus
Defense
Science Board
Report
(March 2009) FY2010 NDAA
Section 804
(October 2009)
OMBrsquos 25-Point
Plan to Reform IT
Management
(December 2010)
OMBrsquos
Contracting
Guidance to
Support Modular
Development
(June 2012)
Where is Agile Now
Traditional ldquoWaterfallrdquo Methodology
Feasibility
Analysis
Design
Test
Implement
Maintain
Benefits of AgileModular Methodology
bull Faster delivery of valuable capabilities to customers
bull Increased flexibility to adopt emerging technologies reducing the risk of technological obsolescence
bull Decreased overall investment risk as agencies plan for smaller projects and increments versus ldquogrand designrdquo
bull Creation of new opportunities for small businesses
bull Greater visibility into contractor performance
bull Less risk to agencies if investment is terminated
Traditional Development Agile Development
Business Value
90 Value Last 10 time
Δτ
Δν
time
value
Acquiring Agile Development
bull Agile goes by different names at different agencies agile iterative modular
bull Acquiring agile or modular development requires a shift from traditional contracting approaches
bull Agile is adaptive and flexible and needs similar contracting attributes to work
bull Traditional approaches dictate encyclopedic documentation of requirements before bidding starts inconsistent with agile software development lifecycle (SDLC)
Modular vs Agile Development
bull Modular contracting authorized by Clinger-Cohen Act (PL 104-106) and included in FAR 39103
bull Two flavors of modular development Break system down into components that are separately acquired
Iterative or incremental development
bull Agile is synonymous with the iterative approach
Team-Based Approach
Integrated Project Team (IPT) responsibilities
bull Describe the problem ndash ensure agency mission focus
bull Examine publicprivate sector solutions
bull Describe the work and define strategy
bull Decide how to measure and monitor performance
bull Select contractor
bull Manage performance through IPT
bull Define roles for government business owners as participants in process delivery (demo review)
OMBrsquos Guidance to Support
Modular Development
encourages the use of IPTs
Current Contract Vehicles
bull IDIQ Contracts bull Single Contract with
Options bull Successive Contracts bull GSA Schedule
Blanket Purchase Agreement(s)
IDIQ Contracts
bull ldquoUmbrella Contractsrdquo
bull Issue series of task orders
bull Task orders can be fixed price
bull Procedures established for award of subsequent task orders
Single Contract with Options
bull Requires upfront development of overall requirements
bull Development occurs through a series of modules ndash each with a separate option
bull Option exercised upon successful completion
Successive Contracts
bull Each module can stand alone
bull Upon completion of a module a competition occurs
bull Assumes a different company can develop the next module independently of incumbent
bull Places burden on the government for integration
GSA Schedule Blanket Purchase Agreement(s)
bull Similar to IDIQ contracts
bull Advantage is the government controls the extent of competition and selection of offerors
bull Faster and easier to implement than IDIQ contracts
bull Could be single award or multiple award
Current Contract Types
bull One type does not fit all situations
bull Firm fixed price o Module level o Level of Effort Sprint level
bull Labor Hour TampM bull Cost reimbursement bull Performance based -
incentives
Success Factors
bull Educate the entire team on agile concepts
bull Use IPT and teambuilding techniques
bull Conduct market research
bull Develop tailored strategy
bull Know how to manage performance
Questions Todayrsquos seminar was approved by PMI to award 1 PMI-PDU and 1 PMI-ACP PDU for attendance bull Go to aspe-sdlccompdu for instructions on
submitting your PDU bull You can submit your PDU by mail or
electronically bull The Activity code for todayrsquos presentation is
WS031913A and ASPErsquos REP number is 2161 bull The seminars are Category A for one PDU
Agile PracticesConcepts
bull Business unitDevelopment unit bull Product OwnerScrumMaster bull IterationSprint bull Daily Scrum bull User Story bull Task board bull Burndown bull Velocity bull Retrospective
Self-Organized Teams
Why Agile for the Federal Sector Now
ldquoWhile investments in IT have the potential to improve lives
and organizations some federally funded IT projects canmdashand havemdashbecome risky costly unproductive mistakes
As we have described in numerous reports and testimonies
federal IT projects too frequently incur cost overruns and schedule slippages while contributing little to mission-related outcomes
Further while IT should enable government to better serve
the American people the federal government has not achieved expected productivity improvementsmdashdespite spending more than $600 billion on IT over the past decaderdquo [Emphasis added]
- Government Accountability Office report
April 2012
The Subject of Recent Focus
Defense
Science Board
Report
(March 2009) FY2010 NDAA
Section 804
(October 2009)
OMBrsquos 25-Point
Plan to Reform IT
Management
(December 2010)
OMBrsquos
Contracting
Guidance to
Support Modular
Development
(June 2012)
Where is Agile Now
Traditional ldquoWaterfallrdquo Methodology
Feasibility
Analysis
Design
Test
Implement
Maintain
Benefits of AgileModular Methodology
bull Faster delivery of valuable capabilities to customers
bull Increased flexibility to adopt emerging technologies reducing the risk of technological obsolescence
bull Decreased overall investment risk as agencies plan for smaller projects and increments versus ldquogrand designrdquo
bull Creation of new opportunities for small businesses
bull Greater visibility into contractor performance
bull Less risk to agencies if investment is terminated
Traditional Development Agile Development
Business Value
90 Value Last 10 time
Δτ
Δν
time
value
Acquiring Agile Development
bull Agile goes by different names at different agencies agile iterative modular
bull Acquiring agile or modular development requires a shift from traditional contracting approaches
bull Agile is adaptive and flexible and needs similar contracting attributes to work
bull Traditional approaches dictate encyclopedic documentation of requirements before bidding starts inconsistent with agile software development lifecycle (SDLC)
Modular vs Agile Development
bull Modular contracting authorized by Clinger-Cohen Act (PL 104-106) and included in FAR 39103
bull Two flavors of modular development Break system down into components that are separately acquired
Iterative or incremental development
bull Agile is synonymous with the iterative approach
Team-Based Approach
Integrated Project Team (IPT) responsibilities
bull Describe the problem ndash ensure agency mission focus
bull Examine publicprivate sector solutions
bull Describe the work and define strategy
bull Decide how to measure and monitor performance
bull Select contractor
bull Manage performance through IPT
bull Define roles for government business owners as participants in process delivery (demo review)
OMBrsquos Guidance to Support
Modular Development
encourages the use of IPTs
Current Contract Vehicles
bull IDIQ Contracts bull Single Contract with
Options bull Successive Contracts bull GSA Schedule
Blanket Purchase Agreement(s)
IDIQ Contracts
bull ldquoUmbrella Contractsrdquo
bull Issue series of task orders
bull Task orders can be fixed price
bull Procedures established for award of subsequent task orders
Single Contract with Options
bull Requires upfront development of overall requirements
bull Development occurs through a series of modules ndash each with a separate option
bull Option exercised upon successful completion
Successive Contracts
bull Each module can stand alone
bull Upon completion of a module a competition occurs
bull Assumes a different company can develop the next module independently of incumbent
bull Places burden on the government for integration
GSA Schedule Blanket Purchase Agreement(s)
bull Similar to IDIQ contracts
bull Advantage is the government controls the extent of competition and selection of offerors
bull Faster and easier to implement than IDIQ contracts
bull Could be single award or multiple award
Current Contract Types
bull One type does not fit all situations
bull Firm fixed price o Module level o Level of Effort Sprint level
bull Labor Hour TampM bull Cost reimbursement bull Performance based -
incentives
Success Factors
bull Educate the entire team on agile concepts
bull Use IPT and teambuilding techniques
bull Conduct market research
bull Develop tailored strategy
bull Know how to manage performance
Questions Todayrsquos seminar was approved by PMI to award 1 PMI-PDU and 1 PMI-ACP PDU for attendance bull Go to aspe-sdlccompdu for instructions on
submitting your PDU bull You can submit your PDU by mail or
electronically bull The Activity code for todayrsquos presentation is
WS031913A and ASPErsquos REP number is 2161 bull The seminars are Category A for one PDU
Self-Organized Teams
Why Agile for the Federal Sector Now
ldquoWhile investments in IT have the potential to improve lives
and organizations some federally funded IT projects canmdashand havemdashbecome risky costly unproductive mistakes
As we have described in numerous reports and testimonies
federal IT projects too frequently incur cost overruns and schedule slippages while contributing little to mission-related outcomes
Further while IT should enable government to better serve
the American people the federal government has not achieved expected productivity improvementsmdashdespite spending more than $600 billion on IT over the past decaderdquo [Emphasis added]
- Government Accountability Office report
April 2012
The Subject of Recent Focus
Defense
Science Board
Report
(March 2009) FY2010 NDAA
Section 804
(October 2009)
OMBrsquos 25-Point
Plan to Reform IT
Management
(December 2010)
OMBrsquos
Contracting
Guidance to
Support Modular
Development
(June 2012)
Where is Agile Now
Traditional ldquoWaterfallrdquo Methodology
Feasibility
Analysis
Design
Test
Implement
Maintain
Benefits of AgileModular Methodology
bull Faster delivery of valuable capabilities to customers
bull Increased flexibility to adopt emerging technologies reducing the risk of technological obsolescence
bull Decreased overall investment risk as agencies plan for smaller projects and increments versus ldquogrand designrdquo
bull Creation of new opportunities for small businesses
bull Greater visibility into contractor performance
bull Less risk to agencies if investment is terminated
Traditional Development Agile Development
Business Value
90 Value Last 10 time
Δτ
Δν
time
value
Acquiring Agile Development
bull Agile goes by different names at different agencies agile iterative modular
bull Acquiring agile or modular development requires a shift from traditional contracting approaches
bull Agile is adaptive and flexible and needs similar contracting attributes to work
bull Traditional approaches dictate encyclopedic documentation of requirements before bidding starts inconsistent with agile software development lifecycle (SDLC)
Modular vs Agile Development
bull Modular contracting authorized by Clinger-Cohen Act (PL 104-106) and included in FAR 39103
bull Two flavors of modular development Break system down into components that are separately acquired
Iterative or incremental development
bull Agile is synonymous with the iterative approach
Team-Based Approach
Integrated Project Team (IPT) responsibilities
bull Describe the problem ndash ensure agency mission focus
bull Examine publicprivate sector solutions
bull Describe the work and define strategy
bull Decide how to measure and monitor performance
bull Select contractor
bull Manage performance through IPT
bull Define roles for government business owners as participants in process delivery (demo review)
OMBrsquos Guidance to Support
Modular Development
encourages the use of IPTs
Current Contract Vehicles
bull IDIQ Contracts bull Single Contract with
Options bull Successive Contracts bull GSA Schedule
Blanket Purchase Agreement(s)
IDIQ Contracts
bull ldquoUmbrella Contractsrdquo
bull Issue series of task orders
bull Task orders can be fixed price
bull Procedures established for award of subsequent task orders
Single Contract with Options
bull Requires upfront development of overall requirements
bull Development occurs through a series of modules ndash each with a separate option
bull Option exercised upon successful completion
Successive Contracts
bull Each module can stand alone
bull Upon completion of a module a competition occurs
bull Assumes a different company can develop the next module independently of incumbent
bull Places burden on the government for integration
GSA Schedule Blanket Purchase Agreement(s)
bull Similar to IDIQ contracts
bull Advantage is the government controls the extent of competition and selection of offerors
bull Faster and easier to implement than IDIQ contracts
bull Could be single award or multiple award
Current Contract Types
bull One type does not fit all situations
bull Firm fixed price o Module level o Level of Effort Sprint level
bull Labor Hour TampM bull Cost reimbursement bull Performance based -
incentives
Success Factors
bull Educate the entire team on agile concepts
bull Use IPT and teambuilding techniques
bull Conduct market research
bull Develop tailored strategy
bull Know how to manage performance
Questions Todayrsquos seminar was approved by PMI to award 1 PMI-PDU and 1 PMI-ACP PDU for attendance bull Go to aspe-sdlccompdu for instructions on
submitting your PDU bull You can submit your PDU by mail or
electronically bull The Activity code for todayrsquos presentation is
WS031913A and ASPErsquos REP number is 2161 bull The seminars are Category A for one PDU
Why Agile for the Federal Sector Now
ldquoWhile investments in IT have the potential to improve lives
and organizations some federally funded IT projects canmdashand havemdashbecome risky costly unproductive mistakes
As we have described in numerous reports and testimonies
federal IT projects too frequently incur cost overruns and schedule slippages while contributing little to mission-related outcomes
Further while IT should enable government to better serve
the American people the federal government has not achieved expected productivity improvementsmdashdespite spending more than $600 billion on IT over the past decaderdquo [Emphasis added]
- Government Accountability Office report
April 2012
The Subject of Recent Focus
Defense
Science Board
Report
(March 2009) FY2010 NDAA
Section 804
(October 2009)
OMBrsquos 25-Point
Plan to Reform IT
Management
(December 2010)
OMBrsquos
Contracting
Guidance to
Support Modular
Development
(June 2012)
Where is Agile Now
Traditional ldquoWaterfallrdquo Methodology
Feasibility
Analysis
Design
Test
Implement
Maintain
Benefits of AgileModular Methodology
bull Faster delivery of valuable capabilities to customers
bull Increased flexibility to adopt emerging technologies reducing the risk of technological obsolescence
bull Decreased overall investment risk as agencies plan for smaller projects and increments versus ldquogrand designrdquo
bull Creation of new opportunities for small businesses
bull Greater visibility into contractor performance
bull Less risk to agencies if investment is terminated
Traditional Development Agile Development
Business Value
90 Value Last 10 time
Δτ
Δν
time
value
Acquiring Agile Development
bull Agile goes by different names at different agencies agile iterative modular
bull Acquiring agile or modular development requires a shift from traditional contracting approaches
bull Agile is adaptive and flexible and needs similar contracting attributes to work
bull Traditional approaches dictate encyclopedic documentation of requirements before bidding starts inconsistent with agile software development lifecycle (SDLC)
Modular vs Agile Development
bull Modular contracting authorized by Clinger-Cohen Act (PL 104-106) and included in FAR 39103
bull Two flavors of modular development Break system down into components that are separately acquired
Iterative or incremental development
bull Agile is synonymous with the iterative approach
Team-Based Approach
Integrated Project Team (IPT) responsibilities
bull Describe the problem ndash ensure agency mission focus
bull Examine publicprivate sector solutions
bull Describe the work and define strategy
bull Decide how to measure and monitor performance
bull Select contractor
bull Manage performance through IPT
bull Define roles for government business owners as participants in process delivery (demo review)
OMBrsquos Guidance to Support
Modular Development
encourages the use of IPTs
Current Contract Vehicles
bull IDIQ Contracts bull Single Contract with
Options bull Successive Contracts bull GSA Schedule
Blanket Purchase Agreement(s)
IDIQ Contracts
bull ldquoUmbrella Contractsrdquo
bull Issue series of task orders
bull Task orders can be fixed price
bull Procedures established for award of subsequent task orders
Single Contract with Options
bull Requires upfront development of overall requirements
bull Development occurs through a series of modules ndash each with a separate option
bull Option exercised upon successful completion
Successive Contracts
bull Each module can stand alone
bull Upon completion of a module a competition occurs
bull Assumes a different company can develop the next module independently of incumbent
bull Places burden on the government for integration
GSA Schedule Blanket Purchase Agreement(s)
bull Similar to IDIQ contracts
bull Advantage is the government controls the extent of competition and selection of offerors
bull Faster and easier to implement than IDIQ contracts
bull Could be single award or multiple award
Current Contract Types
bull One type does not fit all situations
bull Firm fixed price o Module level o Level of Effort Sprint level
bull Labor Hour TampM bull Cost reimbursement bull Performance based -
incentives
Success Factors
bull Educate the entire team on agile concepts
bull Use IPT and teambuilding techniques
bull Conduct market research
bull Develop tailored strategy
bull Know how to manage performance
Questions Todayrsquos seminar was approved by PMI to award 1 PMI-PDU and 1 PMI-ACP PDU for attendance bull Go to aspe-sdlccompdu for instructions on
submitting your PDU bull You can submit your PDU by mail or
electronically bull The Activity code for todayrsquos presentation is
WS031913A and ASPErsquos REP number is 2161 bull The seminars are Category A for one PDU
ldquoWhile investments in IT have the potential to improve lives
and organizations some federally funded IT projects canmdashand havemdashbecome risky costly unproductive mistakes
As we have described in numerous reports and testimonies
federal IT projects too frequently incur cost overruns and schedule slippages while contributing little to mission-related outcomes
Further while IT should enable government to better serve
the American people the federal government has not achieved expected productivity improvementsmdashdespite spending more than $600 billion on IT over the past decaderdquo [Emphasis added]
- Government Accountability Office report
April 2012
The Subject of Recent Focus
Defense
Science Board
Report
(March 2009) FY2010 NDAA
Section 804
(October 2009)
OMBrsquos 25-Point
Plan to Reform IT
Management
(December 2010)
OMBrsquos
Contracting
Guidance to
Support Modular
Development
(June 2012)
Where is Agile Now
Traditional ldquoWaterfallrdquo Methodology
Feasibility
Analysis
Design
Test
Implement
Maintain
Benefits of AgileModular Methodology
bull Faster delivery of valuable capabilities to customers
bull Increased flexibility to adopt emerging technologies reducing the risk of technological obsolescence
bull Decreased overall investment risk as agencies plan for smaller projects and increments versus ldquogrand designrdquo
bull Creation of new opportunities for small businesses
bull Greater visibility into contractor performance
bull Less risk to agencies if investment is terminated
Traditional Development Agile Development
Business Value
90 Value Last 10 time
Δτ
Δν
time
value
Acquiring Agile Development
bull Agile goes by different names at different agencies agile iterative modular
bull Acquiring agile or modular development requires a shift from traditional contracting approaches
bull Agile is adaptive and flexible and needs similar contracting attributes to work
bull Traditional approaches dictate encyclopedic documentation of requirements before bidding starts inconsistent with agile software development lifecycle (SDLC)
Modular vs Agile Development
bull Modular contracting authorized by Clinger-Cohen Act (PL 104-106) and included in FAR 39103
bull Two flavors of modular development Break system down into components that are separately acquired
Iterative or incremental development
bull Agile is synonymous with the iterative approach
Team-Based Approach
Integrated Project Team (IPT) responsibilities
bull Describe the problem ndash ensure agency mission focus
bull Examine publicprivate sector solutions
bull Describe the work and define strategy
bull Decide how to measure and monitor performance
bull Select contractor
bull Manage performance through IPT
bull Define roles for government business owners as participants in process delivery (demo review)
OMBrsquos Guidance to Support
Modular Development
encourages the use of IPTs
Current Contract Vehicles
bull IDIQ Contracts bull Single Contract with
Options bull Successive Contracts bull GSA Schedule
Blanket Purchase Agreement(s)
IDIQ Contracts
bull ldquoUmbrella Contractsrdquo
bull Issue series of task orders
bull Task orders can be fixed price
bull Procedures established for award of subsequent task orders
Single Contract with Options
bull Requires upfront development of overall requirements
bull Development occurs through a series of modules ndash each with a separate option
bull Option exercised upon successful completion
Successive Contracts
bull Each module can stand alone
bull Upon completion of a module a competition occurs
bull Assumes a different company can develop the next module independently of incumbent
bull Places burden on the government for integration
GSA Schedule Blanket Purchase Agreement(s)
bull Similar to IDIQ contracts
bull Advantage is the government controls the extent of competition and selection of offerors
bull Faster and easier to implement than IDIQ contracts
bull Could be single award or multiple award
Current Contract Types
bull One type does not fit all situations
bull Firm fixed price o Module level o Level of Effort Sprint level
bull Labor Hour TampM bull Cost reimbursement bull Performance based -
incentives
Success Factors
bull Educate the entire team on agile concepts
bull Use IPT and teambuilding techniques
bull Conduct market research
bull Develop tailored strategy
bull Know how to manage performance
Questions Todayrsquos seminar was approved by PMI to award 1 PMI-PDU and 1 PMI-ACP PDU for attendance bull Go to aspe-sdlccompdu for instructions on
submitting your PDU bull You can submit your PDU by mail or
electronically bull The Activity code for todayrsquos presentation is
WS031913A and ASPErsquos REP number is 2161 bull The seminars are Category A for one PDU
The Subject of Recent Focus
Defense
Science Board
Report
(March 2009) FY2010 NDAA
Section 804
(October 2009)
OMBrsquos 25-Point
Plan to Reform IT
Management
(December 2010)
OMBrsquos
Contracting
Guidance to
Support Modular
Development
(June 2012)
Where is Agile Now
Traditional ldquoWaterfallrdquo Methodology
Feasibility
Analysis
Design
Test
Implement
Maintain
Benefits of AgileModular Methodology
bull Faster delivery of valuable capabilities to customers
bull Increased flexibility to adopt emerging technologies reducing the risk of technological obsolescence
bull Decreased overall investment risk as agencies plan for smaller projects and increments versus ldquogrand designrdquo
bull Creation of new opportunities for small businesses
bull Greater visibility into contractor performance
bull Less risk to agencies if investment is terminated
Traditional Development Agile Development
Business Value
90 Value Last 10 time
Δτ
Δν
time
value
Acquiring Agile Development
bull Agile goes by different names at different agencies agile iterative modular
bull Acquiring agile or modular development requires a shift from traditional contracting approaches
bull Agile is adaptive and flexible and needs similar contracting attributes to work
bull Traditional approaches dictate encyclopedic documentation of requirements before bidding starts inconsistent with agile software development lifecycle (SDLC)
Modular vs Agile Development
bull Modular contracting authorized by Clinger-Cohen Act (PL 104-106) and included in FAR 39103
bull Two flavors of modular development Break system down into components that are separately acquired
Iterative or incremental development
bull Agile is synonymous with the iterative approach
Team-Based Approach
Integrated Project Team (IPT) responsibilities
bull Describe the problem ndash ensure agency mission focus
bull Examine publicprivate sector solutions
bull Describe the work and define strategy
bull Decide how to measure and monitor performance
bull Select contractor
bull Manage performance through IPT
bull Define roles for government business owners as participants in process delivery (demo review)
OMBrsquos Guidance to Support
Modular Development
encourages the use of IPTs
Current Contract Vehicles
bull IDIQ Contracts bull Single Contract with
Options bull Successive Contracts bull GSA Schedule
Blanket Purchase Agreement(s)
IDIQ Contracts
bull ldquoUmbrella Contractsrdquo
bull Issue series of task orders
bull Task orders can be fixed price
bull Procedures established for award of subsequent task orders
Single Contract with Options
bull Requires upfront development of overall requirements
bull Development occurs through a series of modules ndash each with a separate option
bull Option exercised upon successful completion
Successive Contracts
bull Each module can stand alone
bull Upon completion of a module a competition occurs
bull Assumes a different company can develop the next module independently of incumbent
bull Places burden on the government for integration
GSA Schedule Blanket Purchase Agreement(s)
bull Similar to IDIQ contracts
bull Advantage is the government controls the extent of competition and selection of offerors
bull Faster and easier to implement than IDIQ contracts
bull Could be single award or multiple award
Current Contract Types
bull One type does not fit all situations
bull Firm fixed price o Module level o Level of Effort Sprint level
bull Labor Hour TampM bull Cost reimbursement bull Performance based -
incentives
Success Factors
bull Educate the entire team on agile concepts
bull Use IPT and teambuilding techniques
bull Conduct market research
bull Develop tailored strategy
bull Know how to manage performance
Questions Todayrsquos seminar was approved by PMI to award 1 PMI-PDU and 1 PMI-ACP PDU for attendance bull Go to aspe-sdlccompdu for instructions on
submitting your PDU bull You can submit your PDU by mail or
electronically bull The Activity code for todayrsquos presentation is
WS031913A and ASPErsquos REP number is 2161 bull The seminars are Category A for one PDU
Where is Agile Now
Traditional ldquoWaterfallrdquo Methodology
Feasibility
Analysis
Design
Test
Implement
Maintain
Benefits of AgileModular Methodology
bull Faster delivery of valuable capabilities to customers
bull Increased flexibility to adopt emerging technologies reducing the risk of technological obsolescence
bull Decreased overall investment risk as agencies plan for smaller projects and increments versus ldquogrand designrdquo
bull Creation of new opportunities for small businesses
bull Greater visibility into contractor performance
bull Less risk to agencies if investment is terminated
Traditional Development Agile Development
Business Value
90 Value Last 10 time
Δτ
Δν
time
value
Acquiring Agile Development
bull Agile goes by different names at different agencies agile iterative modular
bull Acquiring agile or modular development requires a shift from traditional contracting approaches
bull Agile is adaptive and flexible and needs similar contracting attributes to work
bull Traditional approaches dictate encyclopedic documentation of requirements before bidding starts inconsistent with agile software development lifecycle (SDLC)
Modular vs Agile Development
bull Modular contracting authorized by Clinger-Cohen Act (PL 104-106) and included in FAR 39103
bull Two flavors of modular development Break system down into components that are separately acquired
Iterative or incremental development
bull Agile is synonymous with the iterative approach
Team-Based Approach
Integrated Project Team (IPT) responsibilities
bull Describe the problem ndash ensure agency mission focus
bull Examine publicprivate sector solutions
bull Describe the work and define strategy
bull Decide how to measure and monitor performance
bull Select contractor
bull Manage performance through IPT
bull Define roles for government business owners as participants in process delivery (demo review)
OMBrsquos Guidance to Support
Modular Development
encourages the use of IPTs
Current Contract Vehicles
bull IDIQ Contracts bull Single Contract with
Options bull Successive Contracts bull GSA Schedule
Blanket Purchase Agreement(s)
IDIQ Contracts
bull ldquoUmbrella Contractsrdquo
bull Issue series of task orders
bull Task orders can be fixed price
bull Procedures established for award of subsequent task orders
Single Contract with Options
bull Requires upfront development of overall requirements
bull Development occurs through a series of modules ndash each with a separate option
bull Option exercised upon successful completion
Successive Contracts
bull Each module can stand alone
bull Upon completion of a module a competition occurs
bull Assumes a different company can develop the next module independently of incumbent
bull Places burden on the government for integration
GSA Schedule Blanket Purchase Agreement(s)
bull Similar to IDIQ contracts
bull Advantage is the government controls the extent of competition and selection of offerors
bull Faster and easier to implement than IDIQ contracts
bull Could be single award or multiple award
Current Contract Types
bull One type does not fit all situations
bull Firm fixed price o Module level o Level of Effort Sprint level
bull Labor Hour TampM bull Cost reimbursement bull Performance based -
incentives
Success Factors
bull Educate the entire team on agile concepts
bull Use IPT and teambuilding techniques
bull Conduct market research
bull Develop tailored strategy
bull Know how to manage performance
Questions Todayrsquos seminar was approved by PMI to award 1 PMI-PDU and 1 PMI-ACP PDU for attendance bull Go to aspe-sdlccompdu for instructions on
submitting your PDU bull You can submit your PDU by mail or
electronically bull The Activity code for todayrsquos presentation is
WS031913A and ASPErsquos REP number is 2161 bull The seminars are Category A for one PDU
Traditional ldquoWaterfallrdquo Methodology
Feasibility
Analysis
Design
Test
Implement
Maintain
Benefits of AgileModular Methodology
bull Faster delivery of valuable capabilities to customers
bull Increased flexibility to adopt emerging technologies reducing the risk of technological obsolescence
bull Decreased overall investment risk as agencies plan for smaller projects and increments versus ldquogrand designrdquo
bull Creation of new opportunities for small businesses
bull Greater visibility into contractor performance
bull Less risk to agencies if investment is terminated
Traditional Development Agile Development
Business Value
90 Value Last 10 time
Δτ
Δν
time
value
Acquiring Agile Development
bull Agile goes by different names at different agencies agile iterative modular
bull Acquiring agile or modular development requires a shift from traditional contracting approaches
bull Agile is adaptive and flexible and needs similar contracting attributes to work
bull Traditional approaches dictate encyclopedic documentation of requirements before bidding starts inconsistent with agile software development lifecycle (SDLC)
Modular vs Agile Development
bull Modular contracting authorized by Clinger-Cohen Act (PL 104-106) and included in FAR 39103
bull Two flavors of modular development Break system down into components that are separately acquired
Iterative or incremental development
bull Agile is synonymous with the iterative approach
Team-Based Approach
Integrated Project Team (IPT) responsibilities
bull Describe the problem ndash ensure agency mission focus
bull Examine publicprivate sector solutions
bull Describe the work and define strategy
bull Decide how to measure and monitor performance
bull Select contractor
bull Manage performance through IPT
bull Define roles for government business owners as participants in process delivery (demo review)
OMBrsquos Guidance to Support
Modular Development
encourages the use of IPTs
Current Contract Vehicles
bull IDIQ Contracts bull Single Contract with
Options bull Successive Contracts bull GSA Schedule
Blanket Purchase Agreement(s)
IDIQ Contracts
bull ldquoUmbrella Contractsrdquo
bull Issue series of task orders
bull Task orders can be fixed price
bull Procedures established for award of subsequent task orders
Single Contract with Options
bull Requires upfront development of overall requirements
bull Development occurs through a series of modules ndash each with a separate option
bull Option exercised upon successful completion
Successive Contracts
bull Each module can stand alone
bull Upon completion of a module a competition occurs
bull Assumes a different company can develop the next module independently of incumbent
bull Places burden on the government for integration
GSA Schedule Blanket Purchase Agreement(s)
bull Similar to IDIQ contracts
bull Advantage is the government controls the extent of competition and selection of offerors
bull Faster and easier to implement than IDIQ contracts
bull Could be single award or multiple award
Current Contract Types
bull One type does not fit all situations
bull Firm fixed price o Module level o Level of Effort Sprint level
bull Labor Hour TampM bull Cost reimbursement bull Performance based -
incentives
Success Factors
bull Educate the entire team on agile concepts
bull Use IPT and teambuilding techniques
bull Conduct market research
bull Develop tailored strategy
bull Know how to manage performance
Questions Todayrsquos seminar was approved by PMI to award 1 PMI-PDU and 1 PMI-ACP PDU for attendance bull Go to aspe-sdlccompdu for instructions on
submitting your PDU bull You can submit your PDU by mail or
electronically bull The Activity code for todayrsquos presentation is
WS031913A and ASPErsquos REP number is 2161 bull The seminars are Category A for one PDU
Benefits of AgileModular Methodology
bull Faster delivery of valuable capabilities to customers
bull Increased flexibility to adopt emerging technologies reducing the risk of technological obsolescence
bull Decreased overall investment risk as agencies plan for smaller projects and increments versus ldquogrand designrdquo
bull Creation of new opportunities for small businesses
bull Greater visibility into contractor performance
bull Less risk to agencies if investment is terminated
Traditional Development Agile Development
Business Value
90 Value Last 10 time
Δτ
Δν
time
value
Acquiring Agile Development
bull Agile goes by different names at different agencies agile iterative modular
bull Acquiring agile or modular development requires a shift from traditional contracting approaches
bull Agile is adaptive and flexible and needs similar contracting attributes to work
bull Traditional approaches dictate encyclopedic documentation of requirements before bidding starts inconsistent with agile software development lifecycle (SDLC)
Modular vs Agile Development
bull Modular contracting authorized by Clinger-Cohen Act (PL 104-106) and included in FAR 39103
bull Two flavors of modular development Break system down into components that are separately acquired
Iterative or incremental development
bull Agile is synonymous with the iterative approach
Team-Based Approach
Integrated Project Team (IPT) responsibilities
bull Describe the problem ndash ensure agency mission focus
bull Examine publicprivate sector solutions
bull Describe the work and define strategy
bull Decide how to measure and monitor performance
bull Select contractor
bull Manage performance through IPT
bull Define roles for government business owners as participants in process delivery (demo review)
OMBrsquos Guidance to Support
Modular Development
encourages the use of IPTs
Current Contract Vehicles
bull IDIQ Contracts bull Single Contract with
Options bull Successive Contracts bull GSA Schedule
Blanket Purchase Agreement(s)
IDIQ Contracts
bull ldquoUmbrella Contractsrdquo
bull Issue series of task orders
bull Task orders can be fixed price
bull Procedures established for award of subsequent task orders
Single Contract with Options
bull Requires upfront development of overall requirements
bull Development occurs through a series of modules ndash each with a separate option
bull Option exercised upon successful completion
Successive Contracts
bull Each module can stand alone
bull Upon completion of a module a competition occurs
bull Assumes a different company can develop the next module independently of incumbent
bull Places burden on the government for integration
GSA Schedule Blanket Purchase Agreement(s)
bull Similar to IDIQ contracts
bull Advantage is the government controls the extent of competition and selection of offerors
bull Faster and easier to implement than IDIQ contracts
bull Could be single award or multiple award
Current Contract Types
bull One type does not fit all situations
bull Firm fixed price o Module level o Level of Effort Sprint level
bull Labor Hour TampM bull Cost reimbursement bull Performance based -
incentives
Success Factors
bull Educate the entire team on agile concepts
bull Use IPT and teambuilding techniques
bull Conduct market research
bull Develop tailored strategy
bull Know how to manage performance
Questions Todayrsquos seminar was approved by PMI to award 1 PMI-PDU and 1 PMI-ACP PDU for attendance bull Go to aspe-sdlccompdu for instructions on
submitting your PDU bull You can submit your PDU by mail or
electronically bull The Activity code for todayrsquos presentation is
WS031913A and ASPErsquos REP number is 2161 bull The seminars are Category A for one PDU
Traditional Development Agile Development
Business Value
90 Value Last 10 time
Δτ
Δν
time
value
Acquiring Agile Development
bull Agile goes by different names at different agencies agile iterative modular
bull Acquiring agile or modular development requires a shift from traditional contracting approaches
bull Agile is adaptive and flexible and needs similar contracting attributes to work
bull Traditional approaches dictate encyclopedic documentation of requirements before bidding starts inconsistent with agile software development lifecycle (SDLC)
Modular vs Agile Development
bull Modular contracting authorized by Clinger-Cohen Act (PL 104-106) and included in FAR 39103
bull Two flavors of modular development Break system down into components that are separately acquired
Iterative or incremental development
bull Agile is synonymous with the iterative approach
Team-Based Approach
Integrated Project Team (IPT) responsibilities
bull Describe the problem ndash ensure agency mission focus
bull Examine publicprivate sector solutions
bull Describe the work and define strategy
bull Decide how to measure and monitor performance
bull Select contractor
bull Manage performance through IPT
bull Define roles for government business owners as participants in process delivery (demo review)
OMBrsquos Guidance to Support
Modular Development
encourages the use of IPTs
Current Contract Vehicles
bull IDIQ Contracts bull Single Contract with
Options bull Successive Contracts bull GSA Schedule
Blanket Purchase Agreement(s)
IDIQ Contracts
bull ldquoUmbrella Contractsrdquo
bull Issue series of task orders
bull Task orders can be fixed price
bull Procedures established for award of subsequent task orders
Single Contract with Options
bull Requires upfront development of overall requirements
bull Development occurs through a series of modules ndash each with a separate option
bull Option exercised upon successful completion
Successive Contracts
bull Each module can stand alone
bull Upon completion of a module a competition occurs
bull Assumes a different company can develop the next module independently of incumbent
bull Places burden on the government for integration
GSA Schedule Blanket Purchase Agreement(s)
bull Similar to IDIQ contracts
bull Advantage is the government controls the extent of competition and selection of offerors
bull Faster and easier to implement than IDIQ contracts
bull Could be single award or multiple award
Current Contract Types
bull One type does not fit all situations
bull Firm fixed price o Module level o Level of Effort Sprint level
bull Labor Hour TampM bull Cost reimbursement bull Performance based -
incentives
Success Factors
bull Educate the entire team on agile concepts
bull Use IPT and teambuilding techniques
bull Conduct market research
bull Develop tailored strategy
bull Know how to manage performance
Questions Todayrsquos seminar was approved by PMI to award 1 PMI-PDU and 1 PMI-ACP PDU for attendance bull Go to aspe-sdlccompdu for instructions on
submitting your PDU bull You can submit your PDU by mail or
electronically bull The Activity code for todayrsquos presentation is
WS031913A and ASPErsquos REP number is 2161 bull The seminars are Category A for one PDU
Acquiring Agile Development
bull Agile goes by different names at different agencies agile iterative modular
bull Acquiring agile or modular development requires a shift from traditional contracting approaches
bull Agile is adaptive and flexible and needs similar contracting attributes to work
bull Traditional approaches dictate encyclopedic documentation of requirements before bidding starts inconsistent with agile software development lifecycle (SDLC)
Modular vs Agile Development
bull Modular contracting authorized by Clinger-Cohen Act (PL 104-106) and included in FAR 39103
bull Two flavors of modular development Break system down into components that are separately acquired
Iterative or incremental development
bull Agile is synonymous with the iterative approach
Team-Based Approach
Integrated Project Team (IPT) responsibilities
bull Describe the problem ndash ensure agency mission focus
bull Examine publicprivate sector solutions
bull Describe the work and define strategy
bull Decide how to measure and monitor performance
bull Select contractor
bull Manage performance through IPT
bull Define roles for government business owners as participants in process delivery (demo review)
OMBrsquos Guidance to Support
Modular Development
encourages the use of IPTs
Current Contract Vehicles
bull IDIQ Contracts bull Single Contract with
Options bull Successive Contracts bull GSA Schedule
Blanket Purchase Agreement(s)
IDIQ Contracts
bull ldquoUmbrella Contractsrdquo
bull Issue series of task orders
bull Task orders can be fixed price
bull Procedures established for award of subsequent task orders
Single Contract with Options
bull Requires upfront development of overall requirements
bull Development occurs through a series of modules ndash each with a separate option
bull Option exercised upon successful completion
Successive Contracts
bull Each module can stand alone
bull Upon completion of a module a competition occurs
bull Assumes a different company can develop the next module independently of incumbent
bull Places burden on the government for integration
GSA Schedule Blanket Purchase Agreement(s)
bull Similar to IDIQ contracts
bull Advantage is the government controls the extent of competition and selection of offerors
bull Faster and easier to implement than IDIQ contracts
bull Could be single award or multiple award
Current Contract Types
bull One type does not fit all situations
bull Firm fixed price o Module level o Level of Effort Sprint level
bull Labor Hour TampM bull Cost reimbursement bull Performance based -
incentives
Success Factors
bull Educate the entire team on agile concepts
bull Use IPT and teambuilding techniques
bull Conduct market research
bull Develop tailored strategy
bull Know how to manage performance
Questions Todayrsquos seminar was approved by PMI to award 1 PMI-PDU and 1 PMI-ACP PDU for attendance bull Go to aspe-sdlccompdu for instructions on
submitting your PDU bull You can submit your PDU by mail or
electronically bull The Activity code for todayrsquos presentation is
WS031913A and ASPErsquos REP number is 2161 bull The seminars are Category A for one PDU
Modular vs Agile Development
bull Modular contracting authorized by Clinger-Cohen Act (PL 104-106) and included in FAR 39103
bull Two flavors of modular development Break system down into components that are separately acquired
Iterative or incremental development
bull Agile is synonymous with the iterative approach
Team-Based Approach
Integrated Project Team (IPT) responsibilities
bull Describe the problem ndash ensure agency mission focus
bull Examine publicprivate sector solutions
bull Describe the work and define strategy
bull Decide how to measure and monitor performance
bull Select contractor
bull Manage performance through IPT
bull Define roles for government business owners as participants in process delivery (demo review)
OMBrsquos Guidance to Support
Modular Development
encourages the use of IPTs
Current Contract Vehicles
bull IDIQ Contracts bull Single Contract with
Options bull Successive Contracts bull GSA Schedule
Blanket Purchase Agreement(s)
IDIQ Contracts
bull ldquoUmbrella Contractsrdquo
bull Issue series of task orders
bull Task orders can be fixed price
bull Procedures established for award of subsequent task orders
Single Contract with Options
bull Requires upfront development of overall requirements
bull Development occurs through a series of modules ndash each with a separate option
bull Option exercised upon successful completion
Successive Contracts
bull Each module can stand alone
bull Upon completion of a module a competition occurs
bull Assumes a different company can develop the next module independently of incumbent
bull Places burden on the government for integration
GSA Schedule Blanket Purchase Agreement(s)
bull Similar to IDIQ contracts
bull Advantage is the government controls the extent of competition and selection of offerors
bull Faster and easier to implement than IDIQ contracts
bull Could be single award or multiple award
Current Contract Types
bull One type does not fit all situations
bull Firm fixed price o Module level o Level of Effort Sprint level
bull Labor Hour TampM bull Cost reimbursement bull Performance based -
incentives
Success Factors
bull Educate the entire team on agile concepts
bull Use IPT and teambuilding techniques
bull Conduct market research
bull Develop tailored strategy
bull Know how to manage performance
Questions Todayrsquos seminar was approved by PMI to award 1 PMI-PDU and 1 PMI-ACP PDU for attendance bull Go to aspe-sdlccompdu for instructions on
submitting your PDU bull You can submit your PDU by mail or
electronically bull The Activity code for todayrsquos presentation is
WS031913A and ASPErsquos REP number is 2161 bull The seminars are Category A for one PDU
Team-Based Approach
Integrated Project Team (IPT) responsibilities
bull Describe the problem ndash ensure agency mission focus
bull Examine publicprivate sector solutions
bull Describe the work and define strategy
bull Decide how to measure and monitor performance
bull Select contractor
bull Manage performance through IPT
bull Define roles for government business owners as participants in process delivery (demo review)
OMBrsquos Guidance to Support
Modular Development
encourages the use of IPTs
Current Contract Vehicles
bull IDIQ Contracts bull Single Contract with
Options bull Successive Contracts bull GSA Schedule
Blanket Purchase Agreement(s)
IDIQ Contracts
bull ldquoUmbrella Contractsrdquo
bull Issue series of task orders
bull Task orders can be fixed price
bull Procedures established for award of subsequent task orders
Single Contract with Options
bull Requires upfront development of overall requirements
bull Development occurs through a series of modules ndash each with a separate option
bull Option exercised upon successful completion
Successive Contracts
bull Each module can stand alone
bull Upon completion of a module a competition occurs
bull Assumes a different company can develop the next module independently of incumbent
bull Places burden on the government for integration
GSA Schedule Blanket Purchase Agreement(s)
bull Similar to IDIQ contracts
bull Advantage is the government controls the extent of competition and selection of offerors
bull Faster and easier to implement than IDIQ contracts
bull Could be single award or multiple award
Current Contract Types
bull One type does not fit all situations
bull Firm fixed price o Module level o Level of Effort Sprint level
bull Labor Hour TampM bull Cost reimbursement bull Performance based -
incentives
Success Factors
bull Educate the entire team on agile concepts
bull Use IPT and teambuilding techniques
bull Conduct market research
bull Develop tailored strategy
bull Know how to manage performance
Questions Todayrsquos seminar was approved by PMI to award 1 PMI-PDU and 1 PMI-ACP PDU for attendance bull Go to aspe-sdlccompdu for instructions on
submitting your PDU bull You can submit your PDU by mail or
electronically bull The Activity code for todayrsquos presentation is
WS031913A and ASPErsquos REP number is 2161 bull The seminars are Category A for one PDU
Current Contract Vehicles
bull IDIQ Contracts bull Single Contract with
Options bull Successive Contracts bull GSA Schedule
Blanket Purchase Agreement(s)
IDIQ Contracts
bull ldquoUmbrella Contractsrdquo
bull Issue series of task orders
bull Task orders can be fixed price
bull Procedures established for award of subsequent task orders
Single Contract with Options
bull Requires upfront development of overall requirements
bull Development occurs through a series of modules ndash each with a separate option
bull Option exercised upon successful completion
Successive Contracts
bull Each module can stand alone
bull Upon completion of a module a competition occurs
bull Assumes a different company can develop the next module independently of incumbent
bull Places burden on the government for integration
GSA Schedule Blanket Purchase Agreement(s)
bull Similar to IDIQ contracts
bull Advantage is the government controls the extent of competition and selection of offerors
bull Faster and easier to implement than IDIQ contracts
bull Could be single award or multiple award
Current Contract Types
bull One type does not fit all situations
bull Firm fixed price o Module level o Level of Effort Sprint level
bull Labor Hour TampM bull Cost reimbursement bull Performance based -
incentives
Success Factors
bull Educate the entire team on agile concepts
bull Use IPT and teambuilding techniques
bull Conduct market research
bull Develop tailored strategy
bull Know how to manage performance
Questions Todayrsquos seminar was approved by PMI to award 1 PMI-PDU and 1 PMI-ACP PDU for attendance bull Go to aspe-sdlccompdu for instructions on
submitting your PDU bull You can submit your PDU by mail or
electronically bull The Activity code for todayrsquos presentation is
WS031913A and ASPErsquos REP number is 2161 bull The seminars are Category A for one PDU
IDIQ Contracts
bull ldquoUmbrella Contractsrdquo
bull Issue series of task orders
bull Task orders can be fixed price
bull Procedures established for award of subsequent task orders
Single Contract with Options
bull Requires upfront development of overall requirements
bull Development occurs through a series of modules ndash each with a separate option
bull Option exercised upon successful completion
Successive Contracts
bull Each module can stand alone
bull Upon completion of a module a competition occurs
bull Assumes a different company can develop the next module independently of incumbent
bull Places burden on the government for integration
GSA Schedule Blanket Purchase Agreement(s)
bull Similar to IDIQ contracts
bull Advantage is the government controls the extent of competition and selection of offerors
bull Faster and easier to implement than IDIQ contracts
bull Could be single award or multiple award
Current Contract Types
bull One type does not fit all situations
bull Firm fixed price o Module level o Level of Effort Sprint level
bull Labor Hour TampM bull Cost reimbursement bull Performance based -
incentives
Success Factors
bull Educate the entire team on agile concepts
bull Use IPT and teambuilding techniques
bull Conduct market research
bull Develop tailored strategy
bull Know how to manage performance
Questions Todayrsquos seminar was approved by PMI to award 1 PMI-PDU and 1 PMI-ACP PDU for attendance bull Go to aspe-sdlccompdu for instructions on
submitting your PDU bull You can submit your PDU by mail or
electronically bull The Activity code for todayrsquos presentation is
WS031913A and ASPErsquos REP number is 2161 bull The seminars are Category A for one PDU
Single Contract with Options
bull Requires upfront development of overall requirements
bull Development occurs through a series of modules ndash each with a separate option
bull Option exercised upon successful completion
Successive Contracts
bull Each module can stand alone
bull Upon completion of a module a competition occurs
bull Assumes a different company can develop the next module independently of incumbent
bull Places burden on the government for integration
GSA Schedule Blanket Purchase Agreement(s)
bull Similar to IDIQ contracts
bull Advantage is the government controls the extent of competition and selection of offerors
bull Faster and easier to implement than IDIQ contracts
bull Could be single award or multiple award
Current Contract Types
bull One type does not fit all situations
bull Firm fixed price o Module level o Level of Effort Sprint level
bull Labor Hour TampM bull Cost reimbursement bull Performance based -
incentives
Success Factors
bull Educate the entire team on agile concepts
bull Use IPT and teambuilding techniques
bull Conduct market research
bull Develop tailored strategy
bull Know how to manage performance
Questions Todayrsquos seminar was approved by PMI to award 1 PMI-PDU and 1 PMI-ACP PDU for attendance bull Go to aspe-sdlccompdu for instructions on
submitting your PDU bull You can submit your PDU by mail or
electronically bull The Activity code for todayrsquos presentation is
WS031913A and ASPErsquos REP number is 2161 bull The seminars are Category A for one PDU
Successive Contracts
bull Each module can stand alone
bull Upon completion of a module a competition occurs
bull Assumes a different company can develop the next module independently of incumbent
bull Places burden on the government for integration
GSA Schedule Blanket Purchase Agreement(s)
bull Similar to IDIQ contracts
bull Advantage is the government controls the extent of competition and selection of offerors
bull Faster and easier to implement than IDIQ contracts
bull Could be single award or multiple award
Current Contract Types
bull One type does not fit all situations
bull Firm fixed price o Module level o Level of Effort Sprint level
bull Labor Hour TampM bull Cost reimbursement bull Performance based -
incentives
Success Factors
bull Educate the entire team on agile concepts
bull Use IPT and teambuilding techniques
bull Conduct market research
bull Develop tailored strategy
bull Know how to manage performance
Questions Todayrsquos seminar was approved by PMI to award 1 PMI-PDU and 1 PMI-ACP PDU for attendance bull Go to aspe-sdlccompdu for instructions on
submitting your PDU bull You can submit your PDU by mail or
electronically bull The Activity code for todayrsquos presentation is
WS031913A and ASPErsquos REP number is 2161 bull The seminars are Category A for one PDU
GSA Schedule Blanket Purchase Agreement(s)
bull Similar to IDIQ contracts
bull Advantage is the government controls the extent of competition and selection of offerors
bull Faster and easier to implement than IDIQ contracts
bull Could be single award or multiple award
Current Contract Types
bull One type does not fit all situations
bull Firm fixed price o Module level o Level of Effort Sprint level
bull Labor Hour TampM bull Cost reimbursement bull Performance based -
incentives
Success Factors
bull Educate the entire team on agile concepts
bull Use IPT and teambuilding techniques
bull Conduct market research
bull Develop tailored strategy
bull Know how to manage performance
Questions Todayrsquos seminar was approved by PMI to award 1 PMI-PDU and 1 PMI-ACP PDU for attendance bull Go to aspe-sdlccompdu for instructions on
submitting your PDU bull You can submit your PDU by mail or
electronically bull The Activity code for todayrsquos presentation is
WS031913A and ASPErsquos REP number is 2161 bull The seminars are Category A for one PDU
Current Contract Types
bull One type does not fit all situations
bull Firm fixed price o Module level o Level of Effort Sprint level
bull Labor Hour TampM bull Cost reimbursement bull Performance based -
incentives
Success Factors
bull Educate the entire team on agile concepts
bull Use IPT and teambuilding techniques
bull Conduct market research
bull Develop tailored strategy
bull Know how to manage performance
Questions Todayrsquos seminar was approved by PMI to award 1 PMI-PDU and 1 PMI-ACP PDU for attendance bull Go to aspe-sdlccompdu for instructions on
submitting your PDU bull You can submit your PDU by mail or
electronically bull The Activity code for todayrsquos presentation is
WS031913A and ASPErsquos REP number is 2161 bull The seminars are Category A for one PDU
Success Factors
bull Educate the entire team on agile concepts
bull Use IPT and teambuilding techniques
bull Conduct market research
bull Develop tailored strategy
bull Know how to manage performance
Questions Todayrsquos seminar was approved by PMI to award 1 PMI-PDU and 1 PMI-ACP PDU for attendance bull Go to aspe-sdlccompdu for instructions on
submitting your PDU bull You can submit your PDU by mail or
electronically bull The Activity code for todayrsquos presentation is
WS031913A and ASPErsquos REP number is 2161 bull The seminars are Category A for one PDU
Questions Todayrsquos seminar was approved by PMI to award 1 PMI-PDU and 1 PMI-ACP PDU for attendance bull Go to aspe-sdlccompdu for instructions on
submitting your PDU bull You can submit your PDU by mail or
electronically bull The Activity code for todayrsquos presentation is
WS031913A and ASPErsquos REP number is 2161 bull The seminars are Category A for one PDU