State Of Lean And Agile At DHS Pratt

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State of Lean and Agileat DHS TodaySeptember 17, 2020Presented to:FY20 Joint Information Technology and Software Cost ForumPresented by:Bill Pratt, Director, Strategic Technology Management, DHS CTODWilliam.Pratt@hq.dhs.gov; linkedin.com/in/bill-pratt-2431335

Survey QuestionHow much experience do you have with AgileSoftware Development?A) I’ve heard of it.B) I’m learning as I go.C) I know enough to be dangerous.D) I don’t want to brag, but

Our Agile Journey3

Initial & Anticipated Results SummaryReduced Cycle TimeReduced RiskPrior to Pilot implementation programs required24 months, on average, to reach ADE2A/2BThe Streamlined Software Acquisition Process establishedSolution Architecture earlier to inform KPPs and more clearlydefined requirementsRevised TEMP Guidance requires incremental testing vs. afterdevelopment is completeRevised JRIMS MD-107-01 Instruction includes Cybersecurityand PrivacyFEMA GMMReached ADE2A/2B in16 monthsFEMA PivotReached ADE2A/2B in15 monthsTSA TIMRightsized to ADE2A/2Brebaseline in 16 monthsICE SEVISReached ADE2A/2B in7 monthsLean AoA template and guidance created which incorporatedthe 22 GAO #17-799 Best PracticesImproved Business &Mission ValueCross walked the Acquisition LifecycleFramework Templates and identified 66repetitive requests for information.Enterprise Architecture touchpointsincorporated in MD-102-01-001Improved CostEstimationEstablished function pointanalysis methodologyCost estimate BPA now inplaceUSCIS VER MODAchieved ADE-2Bprior to pilotIncreasedTransparencyIntroduced the Digital Review & AdjudicationWorkflow (DRAW) tool to increase accountability ofHQ reviewers and provide transparent status of artifactsto Programs. Programs submit the following artifacts viaDRAW:CDP, APB, ILSP, LCCE, SELC-TP, AoA/AA Study Plan4

Survey QuestionHow many policies do you think needed to beupdated to support the change to Agile?A) 0-4B) 5-9C) 10-19D) 20

Policy and GuidanceDirective 102-01AcquisitionManagementSELC TailoringExamples forSelected Types ofDHS e Cycle (SELC)Instruction102-01-003102-01-006LexiconPM StaffingEnterprise 10303 EnterpriseArchitecturePolicy MemoTechnicalReviewGuide102-01-010102-01-XXXLevel 3ManagementFleet/Facilities(CRSO)102-01-007Lean AoAJoint RequirementsIntegration andManagement System(JRIMS) structionDirective 107-01EnterpriseArchitectureManagementProgram irective 103-02Post FOC/OperationalActivity102-01-004-01Agile InstructionManual102-01-009102-01-012Donated, Seize,Forfeited, ReUse TechEquipmentCybersecuritythrough idebookDirective 140-01Information TechnologySecurity 4300 ADHSSensitiveSystemsFinancialManagement PolicyManual4300 BDHSNationalSecuritySystems4300 CDHS SensitiveCompartmented InformationSystemsColor Key:Updates CompleteChapter 9 CostEstimatingHandbookIn ProgressNot Currently Updating New6

Streamlined Software AcquisitionProcessAllows programs to beginbuilding immediatelyafter Obtain by requiringthat the necessary detailsbe in place much earlierin the process.Requires that programshave a strongerunderstanding of thecurrent state as well as anotional idea of their idealoperating concept.Ensures programs havethe technical support tomake informeddecisions.Reduces risk byencouraging programs tobegin prototyping muchearlier in the process.Encourages engagement with the smallbusiness market and exploration of new andemerging tech companies not traditionally doingbusiness with the federal government.7

Tools to LeverageA DHS-approved platform that provides a centralizedsuite of productive tools (JIRA, Confluence, Bamboo,etc.) that allow IT and business teams to seamlesslycollect, track, and measure work within and acrossprojectsA DHS web application that offers visualizationcapability and enhanced data quality for business andtechnology information from across the DHSEnterpriseThe Digital Review and Adjudication Workflow(DRAW) system is an electronic, organizationaldocument management processing tool throughwhich acquisition documents may be submitted,tracked, and processed for formal comment reviews,approvals, and sign-offsThe intranet for DHS divisions and components,with employee resources, recent news, links topolicies and guidance, templates and much more8

Measuring Progress OMB requires all Agency IT projects to provide information on plannedincremental delivery of functionality and include the dates of their last threereleases DHS uses Investment, Evaluation, Submission, and Tracking System(INVEST) to track7 DHS CTO requires all Software Development programs to report their AgileCore Metrics every month via INVESTFITARA Score CardThis biannual assessment isused to compare all federalagencies across a matrix ofcriteria, to include “AgencyCIO Authority Enhancements(Incremental Development)”DHS CIO Agile CertificationThis monthly assessment isused to track agile adoptionand implementation withinDHS Software Developmentprojects9

Communication & CollaborationInformation Technology Program Management Center of Excellence(ITPM COE) – Email: DHSOCTO@hq.dhs.govConsisting of DHS Headquarters (HQ) Directorate and Management representatives,the ITPM COE acts as a cross-functional team to identify and promote best practices,provide tools and information, and coordinate assistance to programs and projects tomaximize the successful management of DHS IT investments.Office of ProgramAccountability andRisk Management(PARM)Office of the ChiefProcurement Officer(OCPO)Joint RequirementsCouncil (JRC)Office of the ChiefInformation Officer(OCIO)Office of the ChiefFinancial Officer(OCFO)Science &TechnologyDirectoratePrivacy OfficeAgile Center of Excellence(Agile COE) – Email: AgileCOE@hq.dhs.govThe Agile COE provides guidance, governance, and resources to DHS IT developmentprograms and projects, as well as IT professionals in efforts to increase theirunderstanding and successful execution of Agile IT software development.10

CommunicationsThis day-long expo features speakers,workshops, information tables and more;with representatives from across DHS.The S&T Directorate, Officeof Systems Engineeringbriefs Components onupdates to the SystemsEngineering howsAcquisitionReviewBoardDecksThe Acquisition Review Board decks wererevised and then instituted via USM memo –these decks provide consistent communicationfor all IT acquisition programs.Program Accountability & RiskManagement (PARM) conducts periodicpresentations to Components, explainingpolicy changes.AAWGRoadshowsThe Agile Acquisition WorkingGroup will conduct roadshows toall Components throughout 2020and 2021.IndividualBriefingsStrategic Technology Management within the DHSChief Technology Officer Directorate are availableupon request to give individual briefings on the stateof Agile at DHS.11

What’s Next in Agile?Make available as many of these Agile techniques aspracticable to non-major IT ProgramsOffer new funding alternatives empowering Components toflexibly spend based on mission needsCreate a master dashboard of Agile adoption across theenterpriseMake SecDevOps the standard way of developing software atDHS12

Survey QuestionSo, we know about Agile, but how much do youknow about SecDevOps?A) I’ve heard of it.B) I’m learning as I go.C) I know enough to be dangerous.D) I don’t want to brag, but

SecDevOps CampaignPurpose: To furthertransform Agilesoftware developmentby makingSecDevOps astandard practice toreduce cost andtimelines for increasedsecurity and stabilityacross DHS.For the purpose of this presentation we have tailored Gartner’s “Infinity Loop” DevOpsmodel to illustrate our overall IT Maturity at DHS.Definition: An IT delivery methodology that aims to alter culture and practice to create adelivery workflow that meets the needs of security, development, and operationsstakeholders with minimal overhead. SecDevOps includes security-focused automation,a reliable release pipeline, automation of common tasks, and solutions to enablestronger collaboration across all stakeholders (security, development, and operations)with the goal of deploying working functionality to the end-user faster.14

Benefits of SecDevOpsReduced mean-time to production: the average time ittakes from when new software features are requireduntil they are running in productionIncreased deployment frequency: how often a newrelease can be deployed into the productionenvironmentFully automated risk characterization, monitoring, andmitigation across the application lifecycleSoftware updates and patching at “the speed ofoperations”15

SecDevOps ApproachBreak Down SilosDrive a culture of innovation thatvalues transparency, accountability,and increases collaboration.Develop Simplified &Secure ProcessesNormalize processes and follow anapproved path for development.Leverage Technologyto AutomateTesting, security, infrastructure, andcompliance as code.Create a ScalableFrameworkEstablish policies that supportautomation and compliance.16

What’s Next in SecDevOps?Meet with Partners on a regular basis to share ideas, discusschallenges, address roadblocks, and celebrate successesCollaborate with stakeholders to finalize Action Plans and begindecomposing them into manageable tasksComplete necessary revisions to the SecDevOps Guidebook,Pilot Maturity Identification Questionnaire, and SecDevOps CoreMetricsIdentify and partner with Pilot Programs to further supportSecDevOps implementation17

s.gov18

Back-up Materials19

Agile in Action: The Agile Pilot Program In February 2016 USM Deyo initiated theAcquisition Agile Pilot Program to address:– Programs delivering late or over budget– Low levels of transparency– Poor requirements development and traceability– Long timeframes to deliverThe Agile Acquisition Working Group (AAWG) wasstood up to collaborate on the improvements topolicy, governance, and acquisition guidance tofacilitate agility, flexibility, and innovationDHS chose five software programs at variousstages of the acquisition life cycle for their highvisibility and mission impact20

The Five Agile PilotsTSA TIMTSA TechnologyInfrastructureModernizationICE SEVISICE Student &Exchange VisitorInformation SystemModernizationUSCIS VER MODUSCIS VerificationModernizationFEMA NFIP PivotFEMA National FloodInsurance Program PivotFEMA GMMFEMA GrantsManagementModernization21

ALF and SELC Crosswalk Utilized a Lean SixSigma tool to map andcross-walk eachparagraph andrequirement of existingALF/SELC templates Flagged redundanciesand areas forstreamlining the process Identified 66 repetitivetouch pointsRibbons connect various sections of templates and represent where templatesare requesting the same or similar information. Different color ribbon representthe various originating documents. Artifacts are organized by ALF phases.22

AAWG Action Plans1Automated Workflow Tool for Artifact ReviewImprove the process for acquisition document review,adjudication, and approval, enabled by workflowmanagement and process automation technologysolutions7Requirements IdentificationReview DHS acquisition guidance, policy, and practicesfor the identification and management of requirementsthrough the JRC2Unified Authority for Action Plan ImplementationEstablish a Unified Authority to govern, institutionalize,and manage the implementation of AAWG Action Plansand enable continuous improvement of IT acquisitionsand delivery8Testing & Integration GuidanceUpdate DHS acquisition guidance, policy, and practicesfor testing and evaluation to enable modern bestpractices in automated testing and continuousintegration3Embedded Support for Agile Acquisition (NextGenAAWG)Establish a scalable future operating model for supportof Level 1 and 2 acquisition and IT programs9Tech Solutions & AoAUpdate the DHS acquisition guidance, policy andpractices for evaluation of technical solutions andvendors, including a lean AoA4Defined Roles & ResponsibilitiesDefine roles and responsibilities for each step or phaseof the ALF and SELC10Agile Cost EstimationUpdate the DHS acquisition guidance, policy, andpractices for initial cost estimation and LCCE reviews formultiyear IT programs5Agile Governance through ObtainIncorporate Agile governance and review models toincrease transparency and feedback throughout theObtain Phase and Operations and Maintenance (O&M)11Cyber GuidanceUpdate the DHS acquisition guidance, policy andpractices for cybersecurity considerations for ITacquisitions6Realigned 2A/2B Decision PointsModify principle acquisition decision points andproduction reviews, including ADE-2A and ADE-2B,Initial Operating Capability (IOC), Full OperatingCapability (FOC), and Production Readiness Reviews(PRR) Closing Mar 201912Value Stream MappingMap current, future, and ideal state process relationshipsacross the entire ALF/SELC to identify continuousimprovement opportunities23

AAWG Action Plans1Automated Workflow Tool for Artifact ReviewImprove the process for acquisition document review,adjudication, and approval, enabled by workflowmanagement and process automation technologysolutions7Requirements IdentificationReview DHS acquisition guidance, policy, and practicesfor the identification and management of requirementsthrough the JRC2Unified Authority for Action Plan ImplementationEstablish a Unified Authority to govern, institutionalize,and manage the implementation of AAWG Action Plansand enable continuous improvement of IT acquisitionsand delivery8Testing & Integration GuidanceUpdate DHS acquisition guidance, policy, and practicesfor testing and evaluation to enable modern bestpractices in automated testing and continuousintegration3Embedded Support for Agile Acquisition (NextGenAAWG)Establish a scalable future operating model for supportof Level 1 and 2 acquisition and IT programs9Tech Solutions & AoAUpdate the DHS acquisition guidance, policy andpractices for evaluation of technical solutions andvendors, including a lean AoA4Defined Roles & ResponsibilitiesDefine roles and responsibilities for each step or phaseof the ALF and SELC10Agile Cost EstimationUpdate the DHS acquisition guidance, policy, andpractices for initial cost estimation and LCCE reviews formultiyear IT programs5Agile Governance through ObtainIncorporate Agile governance and review models toincrease transparency and feedback throughout theObtain Phase and Operations and Maintenance (O&M)11Cyber GuidanceUpdate the DHS acquisition guidance, policy andpractices for cybersecurity considerations for ITacquisitions6Realigned 2A/2B Decision PointsModify principle acquisition decision points andproduction reviews, including ADE-2A and ADE-2B,Initial Operating Capability (IOC), Full OperatingCapability (FOC), and Production Readiness Reviews(PRR) Closing Mar 201912Value Stream MappingMap current, future, and ideal state process relationshipsacross the entire ALF/SELC to identify continuousimprovement opportunities24

AAWG Action Plans13Agile ALF TemplatesRemove redundant requirements for programdocumentation and provide clarifying expectations forAgile tailored ALF artifacts16Operational Testing Authority VendorsDevelop strategic sourcing strategy for Operational TestAuthority vendors14Agile Core MetricsEstablish performance-based delivery metrics andmeasures to monitor program delivery health17Assessment Using Maturity ModelsCodify, implement, and apply the Software DeliveryMaturity Model and Agile Maturity Model in ProgramHealth Assessments for DHS Component organizationsand programsClosing April15Enterprise Architecture TouchpointsEnforce IT EA touchpoints within MD-103-02, ALF andSELC ensuring EA practices are embeddedClosing March18Data AnalyticsPursue text and business analytics tools leveragingautomation capabilities to increase effectiveness ofprogram analysisClosing April25

Agile Core Metrics 2.0Trend:MetricPositive ChangeCategoryAvailabilityPerformance / QualityChange FailureRatePerformance / QualitySecurity / RiskDeployment RatePerformance / Quality /ScheduleMarginal ChangeMetric DescriptionNegative ChangeValue DescriptionFY 20Q1FY 20Q2% of downtime for the monthIndicates stability of the application / platform and highlights disruptions (if any) inservice to users.6070% of deployments that neededto be rolled back for the month(# rolled back releases / total #releases)Change failure percentage is important because organizations with a low changefailure percentage introduce less risk and spend less time repeating work that hasalready been completed.150Number of Deployments toProduction for the monthPrograms deliver more valuable work when responding to user feedback. Smaller,more frequent deployments speed the delivery of usable functionality to the user andthe rate of user feedback to the product development team.5864Indicates how quickly users see value from their desired features. As teams normand improve, they become more efficient and productive. The amount of timebetween when they start work and when that work is completed typically shortens.7171878938 K23 KCycle TimeSchedule / PerformanceAvg # of business daysbetween start of work anddeployment to production foreach story deployed in thereporting periodUnit TestCoveragePerformance / Quality /Security% of code covered by unittestingHigh unit test coverage mitigates risk of deploying defects. In order to be rolled upeffectively, report both the coverable lines of code in the current codebase and thelines of code covered by automated tests.Cost / ScheduleCost per sprint / number ofstory points or stories orfunction pointsAverage cost per unit of delivered value should decrease over time. Costs per sprintare determined by [(rate per person*team size)*8 hours*days] for a blended rateteam. If known, actual rates and hours can be used. Calculate story points, functionpoints, or stories (completed stories) after each sprint, but measure the same thingeach sprint.Cost Per StoryResults /OutcomesTrend26

TrainingThis is a snap-shot list of trainings available via FAITAS that have been updated,are currently being updated, or will be updated to reflect Agile implementation.Introduction to AgileSoftware Acquisition(CLE 076)Agile Acquisitions 101:Means behind magic(FCL-A-0024)Intermediate AgileTechniques forContracting(FCN 605)Agile Acquisition – 2Day(FPM 423)Acquisitions of AgileServices(FQN 471)DHS ProgramManagementFundamentals(APM 102)DHS Introduction toAcquisition(AQN 101)DHS Fundamentals ofCost Analysis(BCE 106)DHS JRIMS Overview(FAC 061)DHS CybersecurityTest and EvaluationCourse(FAC 062)Introduction to EAGLENext Generation(FCL-DHS-0110)Core Concepts ofDHS JRIMS(FQN 644)DHS Test andEvaluation forInformationTechnology(FTE 201)DHS SystemsEngineering Lifecycle(SE 100)DHS Fundamentals ofSystem Engineering(SE 101)Login to FAITAS https://faitas.army.mil/faitas 27

SecDevOps Action PlanRecommendationsPeopleProcessPeople Rec #1 Change the CultureEstablish strong people, culture, and principles that embodySecDevOps practices.People Rec #2 Strengthen Cyber & Technical WorkforceEnhance and maintain the existing cybersecurity andtechnical workforce talent across the Department.People Rec #3 Dedicate Technical Support to ProgramsDedicate Component OCIO staff to be embedded inSecDevOps program teams.People Rec #4 Roadshow ImprovementsShowcase and communicate the SecDevOps Campaignresults through a post implementation roadshow withprograms.Tech Rec #1 Determine Preferred ToolsAnalyze existing tools and recommend future tools withpreferred capabilities for SecDevOps.Tech Rec #2 AutomationAutomation at all levels of the pipeline removes manualintervention and error-prone tasks, allowing the team toTec

Manual Chapter 9 Cost Estimating Handbook. 7 Streamlined Software Acquisition Process Requires that programs . Information Officer (OCIO) Office of the Chief Financial Officer (OCFO) Science & Technology Directorate . Sigma tool to map

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