Management

Top feds talk agile

FCC CIO David Bray and U.S. Chief Information Officer Tony Scott.

FCC CIO David Bray (left) and U.S. Chief Information Officer Tony Scott agreed that some employees need to be eased into agile.

Sometimes you just need to tell folks, “This is going to be awkward,” said Federal Communications Commission CIO David Bray.

Bray was one of several senior government leaders talking all things agile – opportunities and challenges alike – at the Partnership for Public Service’s Aug. 4 agile IT panel.

Ease them into ‘death’?

Federal CIO Tony Scott noted that agile is not a “jump in the pool, learn how to swim” situation, especially for government veterans unused to continuous delivery, rapid sprints and constant changes.

Scott advised putting old employees on teams to let them practice new approaches for maybe 10 percent of their time at first.

“Don’t blow up their entire life,” he said.

Bray echoed Scott’s advice, to a degree, recalling how when he was making big changes at the FCC, he would periodically bring coffee and donuts to an empty conference room and send out an open invitation that anyone who wanted to talk through the changes come could chat.

Those chats were helpful, giving employees a place to voice their concerns (though Bray noted that when he came to the FCC in 2013, the average employee had been there 15 ½ years and the average contractor had been around for 19, meaning change going to be disruptive for virtually everyone.)

But at the end of the day, management and leadership are two different things.

“The root of the word leadership is ‘leith,’ which means ‘send unto death,’” Bray said.

To fully realize the potential of agile, he said, you’ll have to take the kind of bold action that risks alienating some of your workforce.

Powerful benefits, never-ending work

“As agile began to take momentum in our profession, some thought of it as an excuse to get rid of things that are just good practice: project management, design principles, good coding techniques,” said Scott. “I don’t believe that.”

Instead, agencies should embrace the speed, tight feedback loops and continuous delivery of agile with effective practices from waterfall and other design methodologies, he said.

Scott added that he thinks government is still “immature as an industry” when it comes to understanding agile’s potential – and what it takes for agile to work.

Across agencies, there’s a danger that “antibodies come out and kill it” because it “looks different,” he noted.

“As a manager and as a leader, I think setting the right context [so that agile can survive] is the most important thing a leader can do,” Scott said.

For Kathryn Edelman, consultant in the General Services Administration’s 18F, agile has promise but “it’s not the be-all, end-all.”

Rather than a program management panacea, agile offers its biggest benefit in the form of questions it poses, she said: “What’s your vision? What do you need this to do? What problem are you trying to solve?”

Combined, they’re a “very simple, yet very challenging question,” she noted. “A clear product vision is not the same as an 800-page requirements document.”

Government often fails to check in with end users, be they average citizens or industries affected by regulations, but agile’s rich feedback loop affords a reminder to the bureaucratic machine.

“Actually talking to the user has a lot of power beyond the IT space,” Edelman said.

All told, agile could be a “powerful recipe for changing how we think about and actually do the business of government,” she noted.

And eventually, the operations and maintenance budgets of the past will disappear – assuming government can accomplish the mighty task of scrapping its legacy systems in favor of cloud-based solutions – to be replaced by agile’s constant hum of “development, modernization and enhancement.”

“If you’re doing it right, you’re probably never done,” Edelman noted.

About the Author

Zach Noble is a staff writer covering digital citizen services, workforce issues and a range of civilian federal agencies.

Before joining FCW in 2015, Noble served as assistant editor at the viral news site TheBlaze, where he wrote a mix of business, political and breaking news stories and managed weekend news coverage. He has also written for online and print publications including The Washington Free Beacon, The Santa Barbara News-Press, The Federalist and Washington Technology.

Noble is a graduate of Saint Vincent College, where he studied English, economics and mathematics.

Click here for previous articles by Noble, or connect with him on Twitter: @thezachnoble.


Featured

  • FCW PERSPECTIVES
    sensor network (agsandrew/Shutterstock.com)

    Are agencies really ready for EIS?

    The telecom contract has the potential to reinvent IT infrastructure, but finding the bandwidth to take full advantage could prove difficult.

  • People
    Dave Powner, GAO

    Dave Powner audits the state of federal IT

    The GAO director of information technology issues is leaving government after 16 years. On his way out the door, Dave Powner details how far govtech has come in the past two decades and flags the most critical issues he sees facing federal IT leaders.

  • FCW Illustration.  Original Images: Shutterstock, Airbnb

    Should federal contracting be more like Airbnb?

    Steve Kelman believes a lighter touch and a bit more trust could transform today's compliance culture.

Stay Connected

FCW Update

Sign up for our newsletter.

I agree to this site's Privacy Policy.