Is this something that can be scaled? Can you give examples how this can be done in larger organizations? InfoQ: The agile delivery guide suggests to implement more verbal communication and dashboards. For any acquisition (regardless of the approach taken), procurement should be on the same page with what the business wants (often a solution to a business problem that includes IT), the leading practices that best help them to achieve that goal, and what is required by all parties involved for success. It makes potential partners/vendors unsure of what the client is asking for, vary the responses, and make it harder to evaluate proposals.
That signals to me that the term may have been written into the proposal at the last minute at the request of a stakeholder, but all parties may not yet be on the same page. Paul: In both commercial or federal entities, I have seen acquisitions ask for "Agile", while asking for traditional IT phases and gates, or including measures of evaluating vendors or performance exclusively on low cost as opposed to value delivered.
What makes this so important for agile delivery? InfoQ: Changing the acquisition process is one of the success factors in the guide. If you have that, then you have the ability to address all factors required for Agile success, including the ten that we included in our guide. Paul: Executive sponsorship from the business/mission and CIO. InfoQ: What in your own words does it take for organizations to effectively implement agile practices? how do you conduct 508 testing in Agile?). Federal specific aspects that we are often asked about (e.g. They recommended that I write a guide to help other Agencies understand some of the Agile basics, and the critical success factors that I feel are required for Agile delivery, and address a few U.S. Federal Agency that I had helped transition to an Agile approach, and the formal implementation of my Agile Competency in IBM Global Business Services, Federal. Paul: Our IBM Center for the Business of Government had heard about the success of one of our IBM Agile programs with a U.S. InfoQ: What made you decide to write this guide on implementing agile delivery. InfoQ interviewed Paul about implementing agile practices, how agile impacts acquisition and procurement, scaling agile communication and the usage of reviews in agile. This guide discusses the values, benefits and challenges of agile and proposes critical success factors for implementing agile delivery in the federal government. Paul Gorans (IBM Global Business Services) and Philippe Kruchten (University of British Columbia) published A Guide to Critical Success Factors in Agile Delivery.
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