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Agile Contract
GDS Product DevelopmentSteven Koh
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Steven Koh• Over 13 years experience in building high volume,
low latency eCommerce and Engineering Systems across financial sector, high tech manufacturing and supply chain industry
• Rotated across various roles such as sysadmin, dba, developer, systems architect and scrum master
• US Patent 8,301,412 | Certified Professional in .NET,
Oracle, Solaris, Red Hat and Scrum Master
• Currently, an Agile Coach in Government Digital Services (GDS)
• Co-creator of Agile Contract, IDA(T)-1233 & IDA(T)-1416• Mentor and train agile practices• Build high performing agile team and deliver citizen-
centric digital services in GDS [email protected]/Singapore-GDS
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Agenda• Breakout• Can agile work in government?• How to procure agile professional services?• Closing
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Breakout
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1. What do I do in company?
2. Why am I here?
3. My expectation about this session
<Name> <Company>
Self-Introduction
Expectation 1
Expectation 2
Expectation 3
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Can agile work in government?
• World wide adoption trend• Our agile journey
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UK Government Taskforce Recommends Agile Practices in 2011
“The cases and evidence reviewed for this report demonstrate that projects run using agile methods can deliver better outcomes at lower cost more quickly. Agile focuses on delivering useable functionality quickly, rather than a ‘perfect solution’ late.” – UK Govt. Taskforce
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US Government – FBI Sentinel Project
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US Government – FBI Sentinel Project
After the first failed attempt, US Government Accountability Office said, “When you do a program like this, you need to apply a level of rigor and discipline that's very high.”
1st attempt (Waterfall)•5 years•USD 170 million
2nd attempt (Waterfall)•5 years•USD 425 million
3rd attempt (Agile)•3 years•USD 99 million
Two failed waterfall attempt• Ten years• USD 597 million dollars
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US Government Accountability Office Recommends Agile Practices in 2012
“Officials who have used Agile on federal projects at five agencies generally agreed that the practices identified by the experienced users are effective in a federal setting.” – US GAO
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Agile Singapore Conference1. 2014 Building an agile government - http://sched.co/1ruPFJS
2. 2015 – Agile at Scale in the government - http://www.agiletoursingapore.org/#schedule
3. 2016 – Coming in Nov
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Municipal Service Delivery Mobile App
1. MND/PSD/MOF
2. Cross Agency Collaboration between 7
agencies; AVA, HDB, NPARKs, LTA, SPF,
PUB and NEA
3. One stop reporting /tracking of
Municipal issue for citizens
4. Further enhances “No wrong door”
policy
5. Future integration with sensors
networks
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1. Activate Certified CPR-trained folks in
emergency cases (100,000
specialists)
2. Locate nearby Automatic External
Defibrillator (AED)
3. Integrate with the Command Centre
System (995)
4. Increase survivability of victims
SCDF LifeSaver AED Mobile
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Business Grant Portal
1. One-stop business grant application portal for Singapore businesses
2. Simplified application process to make government grants more accessible to businesses
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Our CommunitiesRegular events for public officers
• Monthly Agile Brown Bag• Monthly Agile Clinic
Others• Meetup - Agile Singapore meetup• Agile Government Leadership
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How to procure agile professional services?
• Agile Bulk Tender• Product requirement management• UAT & payment milestones• Project outcomes
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Agile Bulk Tender
• Scopea) Project Services for UX Design and Agile Application
Development and Maintenance (AMS and SR)b) Tools for UX Design and Agile Application Development and
Implementation
• Objective• Encourage agencies to collaborate with GDS and work side-
by-side with service providers via the bulk tender.
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Request for Quotation• While the full detail is in Requirement Specifications,
Part 2B, the key differences as compared to traditional waterfall project are stated here:
1. Agency provides the project objective and outcome to Tenderers
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2. Suppliers respond with Product Backlog (PBL)• PBL contains User Stories and associated story points• PBL contains User Story-Story Point benchmarks indicator• PBL is prioritized and contains Release Plan• User Stories are INVEST (Independent, Negotiable, Valuable,
Estimable, Small, Testable)
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Request for Quotation3. Suppliers respond with default ‘Definition of Done’, sprint
velocity, number of iterations, length of iteration, fixed price to complete all the story points and dollar per iteration. While Agencies may choose to indicate “Definition of Done”, Suppliers shall response with “DOD”
4. Suppliers respond with Sprint Backlog (SBL) of 1st iteration• User Stories of SBL must contain Conversation and
Confirmation (functional and non-functional)• SBL contains task level breakdown with estimated IMD effort• Each task’s estimated effort must be broken down to 2 days
or lesser
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Request for Quotation5. Suppliers will be provided with toolkit to assess their
agile maturity level
6. For high risk projects, agencies should shortlist two or three tenderers to conduct a PoC, to assess their capability – using their submitted sprint backlog in previous point (4) Agency should fix the sprint duration for PoC
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Product Requirement Management
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Scenario 1: Change Requirement requires Extra Story Points Agency can include “options” in their RFQ.
This “option” may be activated during the product development or after production release, as long as within the contractual period of Agile Bulk Tender.
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• User Story & Story Points which were quoted during the beginning of the project and then were not developed due to change in requirement will be deducted from the total cost.
• For additional info, Please refer to Slide Project Outcome 2 : Agency terminated contract by Convenience/Non-Default.
Scenario 2: Reduction – Not all Story Points were developed
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Scenario 3: Total Story Points remain the same
• Refer to Part 2b - REQUIREMENT SPECIFICATIONS AGILE APPLICATION DEVELOPMENT AND USER EXPERIENCE DESIGN SERVICES, SECTION B, Page 18
Any user story/requirement in Product Backlog can be exchanged with new user stories / requirements with the approval of the Agency, as long as the total cost of revised story points in the Product Backlog does not exceed the contract price issued in the Purchase Order.
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UAT and Payment Milestones
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SCHEDULE 1 – PARTICULAR CONDITIONS FOR PURCHASE OF AGILE APPLICATION DEVELOPMENT AND MAINTENANCE SERVICES Page 40
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SCHEDULE 3 - PAYMENT TERMS Page 62
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Possible Project Outcomes
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Project Outcome 1 : Breach of Performance• Supplier is unable to meet the committed sprint
velocity for X consecutive sprints. It is foreseen that supplier is unable to complete project by commissioning date. Outcome:a) Agency chooses to terminate the contract due to breach of
performance. Refer to Contractual T&C – LD sectionb) Agency continues with the selected supplier till commission
date. Agency only pays for what has been delivered, prorated by delivered story points
c) Agency continues with the selected supplier till all agreed story points are delivered
Customer collaboration over contract negotiation
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Project Outcome 2 : Agency terminates contract by Convenience/Non-Default
• Part 1B Annex I, Clause 14.6
• Happens due to change in business direction, good-enough system and no fault on supplier.
• Agency should pay supplier up to the last piece of work done , prorated by delivered story pointsExample :-• Supplier’s commitment: 20 iterations with average velocity of 10
story points at $X • Actual: 10 iterations have been completed with average sprint
velocity of 5 story points• Then we should only pay for 50 story points which is $X/4 and not by
10 iterations which is $X/2
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Project Outcome 3 : Blue Sky Scenario• Supplier completes all the agreed story points within fewer
or exact iterationsa) System is commissioned and project is completed.
Remaining payment is released to supplier. Project completes
b) Agency purchases additional iterations to further enhance the system. Project completes
• In all cases, the supplier is incentivized to improve their productivity
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Closing
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Agile Suppliers• Difference between Agile Contract, (T)-1233 vs.
(T)-1416• (T)-1233: Agile Project Services
• Fixed cost, story point based • Expires Jul 2017
• (T)-1416: Agile Technical Specialist• Staff augmentation• Closes on 15 Feb• [email protected]
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Public Service Officer• Be notified http://www.meetup.com/Singapore-GDS/
• Monthly Agile Brown Bag sharing• How to use (T)-1233• GDS Consultancy Services
• Monthly Agile Clinic• Solve project specific challenges• Agile Coaches from (T)-1233 Suppliers • GDS Agile Coaches
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Retrospective1. Discuss if your expectations are met
2. Share your key takeaway Takeaway 1 Takeaway 2 Takeaway 3
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Lastly,1. Join http://www.meetup.com/Agile-Singapore/ for our
monthly meetup
2. We are hiring, https://sg.linkedin.com/in/stevenkoh
