© 2011 Scrum Inc.

Agile GovernmentThe transformation of how wars are fought, criminals captured, and lives are saved

© 2011 Scrum Inc.

JJ Sutherland

© 1993-2014 Jeff Sutherland© 1993-2013 Jeff Sutherland

Red River Army Depot

"In order to complete one every 16 minutes, we couldn't have eight people working on the back of one Humvee."

© 1993-2014 Jeff Sutherland

© 1993-2014 Jeff Sutherland

Tahrir Square, Jan-Feb 2011

Cross-functional

Autonomous

Sense of Purpose

© 2011 Scrum Inc.

Virtual Case File2000 – Virtual Case File program launched at $100 million

2001 – Another $70 million authorized

2001-2005 Costs increase to $600m

2005 – Killed. Not a single line of code used.

“…..software was incomplete, inadequate and so poorly designed that it would be essentially unusable under real-world conditions.

We had information that could have stopped 9/11. It was sitting there and was not acted upon. . . . We might be in the 22nd century before we get the 21st-century technology.

-Sen. Patrick Leahy (D-VT. Chair Senate Judiciary Committee)

© 2011 Scrum Inc.

Sentinel Approach

2005 – Sentinel Announced. $451 million

2010 – After spending $405 million, half done, nothing deliverableIndependent estimate: 6-8 more years. Another $350 million

FBI PLAN:- Bring in house- Cut staff from 250 to 52- Scrum- Spend less than $20m- Deliver in 12 mos.

© 2011 Scrum Inc.

“There was skepticism in the room.”

- Jeff Johnson, CIO, FBI

© 2011 Scrum Inc.

“In sum, we have significant concerns and questions about the ability of this new approach to complete the Sentinel project within budget, in a timely fashion, and with similar functionality . . .”

Justice Department Inspector General Report

© 2011 Scrum Inc.

Results

- Teams accelerated by a factor of 3.- Took 20 months- Under Budget- Actually works

© 2011 Scrum Inc.

F-35 Delayed By Software Problems$143B over budget

“Delays in developmental flight testing of the F-35’s critical software may hinder delivery of the warfighting capabilities the military services expect… Challenges in development and testing of mission systems software continued through 2013, due largely to delays in software delivery, limited capability in the software when delivered, and the need to fix problems and retest multiple software versions.”

GAO-14-322

© 2011 Scrum Inc.

The World’s Best Stealth Fighter Isn’t Made in America – Bill Sweetman, The Daily Beast 24 Mar 2014

Saab JAS 39E GripenCosts less than previous version with all systems improved$43M – about 20% of the final cost of an F35Biannual Scrum releases of system software

© 2011 Scrum Inc.

Cross Functional Teams

© 2011 Scrum Inc.

Collaborative Warfare in Iraq

• “One of the true breakthroughs…[Like] the tank or the airplane. The stuff of which military novels are written.

• Bob Woodward on 60 Minutes

The interagency teams made it possible to eliminate the organizational seams between the different coalition actors in Iraq, placing an “unblinking eye” on high-value targets. . . . Passing responsibilities between units and organizations represented an “organizational blink” during which momentum slowed and the target might escape.

-Joint Force Quarterly

© 2011 Scrum Inc.

Disbanded

“. . . as soon as the near-failure in Iraq was averted, bureaucratic support for interagency teams began to decline. By 2008, other departments and agencies, particularly one unidentified intelligence agency, began pulling back people and cooperation, believing information-sharing and collaboration had gone too far.”

- Secret Weapon: High-value Target Teams as an Organizational Innovation Institute for National Strategic Studies: Strategic Perspectives, no. 4, 2011

© 2011 Scrum Inc.

GAO on Major Automated Information Systems.

- $4.5 Billion. Total IT budget $39 Billion- Only 13 of 15 could even provide data- Of those 13:

- 7 cost increased: 4% to 2,233%- 4 cost decreased: 4% to 86%- 12 dates slipped. 3 by more than 5 years.- ONLY 3 “met system performance

targets”

© 2011 Scrum Inc.

GAO GUIDANCE

Common Critical Success Factors

• Program officials were actively engaged with stakeholders • Program staff had the necessary knowledge and skills • Senior department and agency executives supported the

programs • End users and stakeholders were involved in the

development of requirements • End users participated in testing of system functionality

prior to formal end user acceptance testing • Government and contractor staff were consistent and stable • Program staff prioritized requirements • Program officials maintained regular communication with the

prime contractor • Programs received sufficient funding

© 2011 Scrum Inc.

Scrum Patterns

GAO Common Critical Success Factors

Program officials were actively engaged with stakeholders; Program staff prioritized requirements; Program officials maintained regular communication with the prime contractor

-PRODUCT OWNER Program staff had the necessary knowledge and skills

- CROSS-FUNCTIONAL TEAMS

Senior department and agency executives supported the programs -PATRON PATTERN

End users and stakeholders were involved in the development of requirements -BACKLOG

End users participated in testing of system functionality prior to formal end user acceptance testing - SPRINT REVIEW

Government and contractor staff were consistent and stable - STABLE TEAMS

Programs received sufficient funding - Well…it should cost less

© 2011 Scrum Inc.

DoD CIO Plan for Modernization: Enable Agile IT

19

Deliver usable capabilities

to users every 6-12 months

Active user involvement to prioritize requirements and

provide responsive feedback during development

Streamlined contracting processes leveraging existing

contract vehicles for rapid Task/Delivery Order execution

Leveraging common infrastructure platforms,

standards, and interfaces

Integrated test and evaluation, certifications during development

leveraging common test infrastructure, automated tools

A different approach to project management - Small, dynamic, and empowered teams

Small scoped releases responsive to changes

in ops, tech, budget...

Roadmaps and architectures align agile increments into larger

capabilities

Source: DoD’s CIO 10 Point Plan for IT Modernization

© 2011 Scrum Inc.

SEI TECHNICAL NOTEAgile Metrics:

Progress Monitoring of Agile Contractors

• If the Project Management Office (PMO) is doing a request for proposal (RFP), no matter which phase, ensure that the RFP contains language that allows the use of Agile.

• Be prepared to mine and effectively use the metrics data that naturally occur in typical Agile teams.

• Take advantage of the transparency provided in Agile processes. Don’t wait for the metrics to come to you. Go look at what the Agile team is doing.

© 2011 Scrum Inc.© 1993-2012 Jeff Sutherland

Scrum Makes Work Visible

- Scrum Board- Burndown Chart

© 2011 Scrum Inc.© 1993-2012 Jeff Sutherland

Velocity is the Key MetricBeginning of sprint

8

5

35

5

5

35

5

8

ProductBacklog

Estimatedvelocity = 26

8

5

35

5

SprintBacklog

End of sprint

8

5

35

5

SprintBacklog

Done!

Done!

Done!

Almost done

Not started

Actualvelocity = 18

© 2011 Scrum Inc.© 1993-2012 Jeff Sutherland

Release Burndown

100

200

300

400

Work remaining(story points)

Sprint

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

PUT BAD BURNDOWN SIDE BY SIDE

© 2011 Scrum Inc.

Auftragstaktik

“A clear and concise expression of the purpose of the operation and the desired military end state that supports mission command, provides focus to the staff, and helps subordinate and supporting commanders act to achieve the commander’s desire result without further order, even when the operation does not unfold as planned.”

- JP 3-0 Joint Operations 

“‘His Majesty made you a major because he believed you would know when not to obey his orders.’”

Field Marshal Helmuth von Moltke the ElderChief of the German General Staff

1857-1888

Commander’s Intent:

© 2011 Scrum Inc.

Questions?

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“Scrum is mandatory reading for any leader, whether they’re leading troops on the battlefield or in the marketplace. The challenges of today’s world don’t permit the luxury of slow, inefficient work. Success requires tremendous speed, enormous productivity, and an unwavering commitment to achieving results. In other words success requires Scrum.”

General Barry McCaffrey