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

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