Agile Adoption for Federal Government Cybersecurity Teams

The process of rapidly addressing cybersecurity attacks and data breaches have become a big challenge for Federal Cybersecurity teams. The agile methodology has been known to work well for Federal software development projects. But, its time for cybersecurity teams to fully adopt agile and the DevSecOps approach to effectively increase transparency, promote security readiness and better secure data within Federal systems. Let's protect the public's data through reducing vulnerabilities, reducing insecure defaults, and increasing code coverage. If cybersecurity teams adopt agile they can begin to break team silos and enhance their risk management processes.

 
24 favorite thumb_down thumb_up 2 comments visibility_off  Remove from Watchlist visibility  Add to Watchlist
 

Outline/Structure of the Talk

I will provide lessons learned from Federal Government agile software development projects I led, which later resulted into ongoing cybersecurity fixes and patches.

Introduction: (5 minutes)

1. Discuss the most popular Federal cybersecurity data breaches. (5 minutes)

2. Review the daily duties of an Federal cybersecurity team and their challenges with Agile adoption. (10 minutes )

3. Overview on how cybersecurity teams can utilize user stories and the product backlog to manage security patches, release and new software development requirements. (10 minutes)

4. Benefits of automated Agile testing for application security and share a few testing tools. (5 minutes)

5. Benefits of using DevSecOps for fixing security flaws and building security into every stage of the development process. (5 minutes)

Closing/Questions: (5 minutes)

Learning Outcome

The audience will learn how to use Agile to rapidly detect and fix cybersecurity risks on Federal systems.

1. Learn how to use Agile to manage cybersecurity tasks and enhance collaboration amongst the development team, cybersecurity team and DevOps team using the Scrum Framework.

2. Learn how to document tasks using a product back log for 2-3 week sprint lifecycles.

3. Learn how to perform automated testing to detect cybersecurity issues faster.

4. Learn about the DevSecOps approach and tools that can assist software development teams and cybersecurity teams with executing more frequent application security releases.

Target Audience

Scrum Masters, product owners, agile software developers, software testers, cyber security consultants and DevOps engineers.

Prerequisites for Attendees

1. Basic knowledge of the Agile methodology and Scrum framework.

2. Software testing best practices for cybersecurity.

3. Knowledge of cybersecurity detection threat processes.

4. Basic knowledge of Federal Government standards: NIST, White House directives, and other policies, etc.

schedule Submitted 1 year ago

Public Feedback

comment Suggest improvements to the Speaker
  • George Dinwiddie
    By George Dinwiddie  ~  11 months ago
    reply Reply

    I like these aspects of the submission, and they should be retained:

    • An important topic

    I think the submission could be improved by:

    • Detailing your cybersecurity experience in the outline/structure description of the session.
    • Maria Fafard
      By Maria Fafard  ~  11 months ago
      reply Reply

      George, I love your succinct, substantial comments on talk proposals here! Learning a lot from you, as usual <smile>.


  • Liked Gene Gotimer
    keyboard_arrow_down

    Gene Gotimer - Building the Pipeline of My Dreams

    Gene Gotimer
    Gene Gotimer
    Technical Manager
    Coveros, Inc.
    schedule 11 months ago
    Sold Out!
    45 Mins
    Case Study
    Beginner

    I often suggest to teams that they should be using all sorts of tools in their pipelines- from simple static analysis checks and automated builds to security scans and performance testing. I've done presentations and talks at conferences. I've lobbied to clients. I've commiserated with my colleagues. But I've never put together my dream pipeline in one of my own projects.

    There are always reasons that some tests and tools get left out- our policies won't allow them, they will take too long to get approved, we don't have time, we have bigger problems to deal with, it just isn't what the client is looking for right now. And I usually think, if only I were in charge, I'd make sure we were using those...

    In late 2017 I took over maintenance on an open-source project. Now I have no restrictions. The sky's the limit. No one is around to tell me what I can't do. So why don't I have my dream pipeline in place yet?

    I'll talk about the trade-offs and compromises I made when building out the pipeline. Why I decided to focus on some tools and tests but skipped others, and what I need to do or change to make this delivery process the pipeline I've always dreamed about, now that I have no one else to blame.

  • Liked Richard Mills
    keyboard_arrow_down

    Richard Mills - DevOpsing Your Greenfield: Cultivating New Growth

    Richard Mills
    Richard Mills
    DevOps Solution Lead
    Coveros, Inc.
    schedule 10 months ago
    Sold Out!
    45 Mins
    Talk
    Intermediate

    You have a golden gem of an activity. There's a brand new project and your project sponsor says "I want to do some DevOps on our new Agile project!" Sigh. You respond with "Well, how about this? Let's BE Agile and adopt a DevOps approach to structuring our teams, designing our architecture, and leveraging automation to rapidly deliver value to our customers." There. At least we've set the mood.


    Regardless, greenfield projects provide a unique opportunity for us as DevOps professionals. You don't have the established baggage of a legacy project. The project is probably open to modern tools and architectures. The project is trying to set up team structure that will have the right skill sets.


    The problem is: where you do you actually start with greenfield projects? When we introduce DevOps to an existing project (brownfield) we have a unique set of challenges and we can prioritize where to start based on our biggest problems. What do you do when you have a blank page? "Do everything!" Well, what actually makes up "everything" and where do we start?


    Putting a solid DevOps solution in place involves some key things. You can follow the religion of the "Three Ways of DevOps" (fast delivery, fast feedback, constant learning) made popular by Gene Kim, but you still have to start somewhere. In this talk, I'll provide a pragmatic formula to setting up well-integrated teams, establishing a DevOps platform, organically growing an initial DevOps pipeline with continuous integration and continuous delivery, establishing some (useful) standards, and guiding the system architecture to support rapid build, deployment, and testing.

  • Liked Thomas Stiehm
    keyboard_arrow_down

    Thomas Stiehm - Failure is Inevitable But it Isn’t Permanent

    Thomas Stiehm
    Thomas Stiehm
    CTO
    Coveros, Inc.
    schedule 11 months ago
    Sold Out!
    45 Mins
    Talk
    Intermediate

    Elevator Pitch:

    Agile Transformation is harder than it needs to be because we often find ways to consciously or subconsciously sabotage our efforts if we can recognize this behavior it is possible to intervene and make a change for the positive.

    Abstract:

    Have you ever been on a project where it seems like team members are preventing the team from getting better? Why do they do that? I don’t know either- a psychologist might have to answer that. What I can tell you about is my experiences in seeing teams become their own worst enemies and unwittingly sabotaging the projects they are trying to make successful. My goal is to help you realize when you or those around you are behaving in a way that is going to lead the team plateauing or even failing. I have often found that many teams can get stuck, or plateau, at a certain point along the continuum of agile maturity. These teams can meander around without getting better or even changing anything for long stretches of time. I have also worked with teams that put so many hurdles in their own way that they had no option but to fail. They often fell back into old patterns and gave up hope that things can get better. As an Agile Coach, I have often felt that one of the most valuable things I can share with the people I coach are my failures. I have worked on Agile projects for a long time, and I have failed in many different ways. Having been through failure, I have learned that to keep getting better you have to recognize the things that you do that lead to plateaus and failures to overcome them. This talk is for coaches and team leads who want to make sure their team isn't getting stuck in a rut, or who are trying to get out of a rut with their health and sanity intact.

    Failure signs and examples

    No process is defined and followed

    • ex. Projects that claim to be agile without any experience or training, or doesn’t have basic agile practices such as retrospectives, I.e. we are agile because we have hour long daily standup meetings.

    Process practices are ignored or removed with no compensating practices

    • ex. Agile practices hold each other together, supporting each other by the value they bring to the project, some teams decide to not do some practices without doing something else to get that value, for instance pair programming provides code review and knowledge transfer, many teams don’t pair program and don’t do code reviews and or knowledge transfer.

    Automation is not valued or planned into work

    • ex. We will automate tests later. Often that later never comes and the team is left with a code base that is hard to maintain and change because you don’t know what your changes break.

    No stakeholder expectations management

    • ex. The only way a project can negotiate scope and or schedule is to actively manage stakeholder expectations. An example of unmanaged expectations is the PO that never says no to a feature request or the executive that decides what must to delivered and when it must be delivered.

    Quality and testing practices are an after thought or short changed on schedule

    • ex. Teams that don’t complete sprint commitments because the testers get coded stories too late in a sprint to do all the required testing and the rest of the team isn’t held responsible to help test.

    No negotiation allowed in deliverables and or schedule

    • ex. Executives that dictate all of the terms of a project before a team is even selected.

    The team doing the work didn’t estimate the work but are held to an estimate

    • Many government projects have such a long procurement cycle that no one from the proposal team is put on the project.

    Part time team members are in the critical path

    • ex. Sometimes people with special skills are needed for a part of a project. If the person is part time but their work is in the critical path the project is in trouble.

    Heavy team turn over

    • ex. Heavy turn over is a sign of a project that isn’t on track, even if it hits its deadlines the quality and output will suffer.

    Political motivations more important than team’s ability to do work

    • ex. If the team is setup to fail for reasons outside the team, they will most likely fail.

    Distraction from issues outside the work that needs to be done

    • ex. Scrum Masters that don’t shield the team from issues outside the work that needs to be done during a sprint will end up with a team that doesn’t hit the mark.

    Examples of what can be done to avoid failed projects:

    Focus on shielding the team from outside influence

    • Have the team focus on the things they can control and prevent outside issues from distracting the team.

    Negotiate delivery with the team

    • The team can develop an understanding of what it can deliver. Trying to make the team do more is going to lower quality and potentially make the project take longer.

    Management of stakeholder expectations

    • Stakeholders always want more, that is their job. Let them ask for anything but set their expectations on what is really going to happen.

    Focus on technical excellence, quality, and automation

    • If you want your teams to get better, have them focus internally on things they can control like technical aspects of the project including quality and automation.

    Hire motivated team members and make it possible for them to work

    • People who care about what they are doing will always be better than the cheapest people that don’t care. Hire people who care.

    Maintain a progressive planning pace for getting requirements ready

    • Agile requires planning at different levels, skipping a level for any reason means there are going to be disconnects between your stakeholders and the people doing the work. Disconnects means the project will not product the results you want.
  • Liked Julie Wyman
    keyboard_arrow_down

    Julie Wyman - Responding to Change over Following a Plan: Agile Lessons from Antarctica

    Julie Wyman
    Julie Wyman
    Agile Coach
    Excella Consulting
    schedule 11 months ago
    Sold Out!
    10 Mins
    Lightning Talk
    Beginner

    I spent January in Antarctica hanging out with penguins, whales, and seals. It was about as different from my day-to-day work as can be. And yet, on my long flight home, I couldn’t help but reflect on how well my trip aligned with one specific value of the Agile Manifesto: “Responding to change over following a plan.”

    Antarctica is a place that truly drives home why we need both planning AND, even more importantly, the ability to respond to change. This trip helped me fully appreciate how true this value is - and not just in software development. And after being stuck in Antarctica six days longer than planned, it also built up my empathy for team members struggling with dynamic situations!

  • Liked Chris Ruch
    keyboard_arrow_down

    Chris Ruch - Reuniting Families and Finding the Lost With Agile

    45 Mins
    Experience Report
    Beginner

    By day I'm an Agile Coaching and trainer, but in my volunteer time I'm an EMT and run a Search and Rescue Squad. Very differnt worlds, but they both involve getting large numbers of people to work together in teams in rapidly changing situations, with limited information, in a high stakes environment.

    This talk shows how I used my knowledge as an Agile Coach and ScrumMaster in a situation well beyond IT. We will talk about how Agile/Scrum concepts like breaking work down into smaller increments, using self-organizing team, frequent planning, and retrospectives all are being used in the emergency services field. We also explore how agile principles are incorporated into the cultural aspects of volunteer emergency services -- often thought of as hierarchical and command-and-control, there is actually a culture of of self-organization, decentralized decision making, outcome-based focus, andholding each other accountable -- and it illustrates the underlying cultural principles that are the heart of agile which holds teams together and form high-performing teams that apply in product and software development teams as well.

    This fun and fast paced talk walks the participants how a high-urgency search for a missing child is run using agile principles and relates each practice back to a similar approach in Agile/Scrum in the product development world.

  • Liked Joshua Seckel
    keyboard_arrow_down

    Joshua Seckel - Modern Agile 101 for Government

    45 Mins
    Talk
    Beginner

    In 2001, a group of software developers got together in Snowbird, UT, and created the Agile Manifesto. The Manifesto was a statement of core value and principles. The core values are:

    • Individuals and interactions over processes and tools
    • Working software over comprehensive documentation
    • Customer collaboration over contract negotiation
    • Responding to change over following a plan

    These four values are supplemented by 12 principles of agile software. The original 17 signatories were joined by thousands of additional people with the ability to sign cut off in 2016.

    These principles are the foundation of much of the work in agile that has occurred in agile development, but have been mostly frozen as practices and agile has evolved.

    Modern Agile has been created recently to update the underlying foundational values and to provide a focus beyond software delivery. Those four values are:

    • Make People Awesome
    • Deliver Value Continuously
    • Make Safety a Prerequisite
    • Experience and Learn Rapidly

    This talk will walk through this reimagining of the agile values and what they mean for delivery within a government context. We will take each value and look at government cultural and technical challenges and opportunities to advance modern development practices.

  • Liked Adrienne Rinaldi
    keyboard_arrow_down

    Adrienne Rinaldi - Coach the Coach | The Coaching Backlog

    Adrienne Rinaldi
    Adrienne Rinaldi
    CapTech Consulting
    schedule 11 months ago
    Sold Out!
    45 Mins
    Talk
    Beginner

    You’re a new coach. Now what? This session will help you get started on an agile transformation assignment with a coaching backlog. This session will inform new coaches on “where to start” as an Agile Coach. The session will begin agile transformation challenges followed by common agile impediments, conditions for success, an agile readiness checklist and a coaching backlog including Epics, Features and Stories.

  • Trent Hone
    Trent Hone
    Excella
    schedule 1 year ago
    Sold Out!
    45 Mins
    Talk
    Intermediate

    Agile at the team level fosters self-organization by leveraging constraints. Timeboxes, Work in Progress (WIP) Limits, and clear operational definitions are excellent examples of the kinds of constraints teams regularly employ to deliver reliably. Are you familiar and comfortable with these ideas, but uncertain how to apply them at larger scales? Are you looking for techniques that will allow you to harness the creativity of your teams to enable self-organization at scale? If so, this session is for you.

    I’m passionate about applying concepts from Complex Systems Theory (as developed by Dave Snowden, Alicia Juarrero, Bob Artigiani, etc.) to the work of software teams. My colleagues and I at Excella have been exploiting these ideas by using a variety of patterns borrowed from different theories and frameworks to allow our teams to grow like healthy plants in a garden. From Large-Scale Scrum (LeSS) we leverage the concepts of a single product backlog and a shared cadence. Kanban principles of visualizing the work and limiting WIP help align the teams and foster greater collaboration. Dave Snowden’s emphasis on Homo Narrans—the human as storyteller—has provided a framework for clarifying and promulgating common values, which are essential for decentralized decision-making. Collectively, these mental models created an environment that helped us scale one of our engagements from three teams to eight over the course of a single year.

  • Liked Gene Gotimer
    keyboard_arrow_down

    Gene Gotimer - Build a Better, Faster Pipeline for Software Delivery

    Gene Gotimer
    Gene Gotimer
    Technical Manager
    Coveros, Inc.
    schedule 11 months ago
    Sold Out!
    45 Mins
    Workshop
    Beginner

    The software delivery pipeline is the process of taking features from developers and getting them delivered to customers. The earliest tests should be the quickest and easiest to run, giving developers the fastest feedback. Successive rounds of testing should increase confidence that the code is a viable candidate for production and that more expensive tests—be it time, effort, cost—are justified. Manual testing should be performed toward the end of the pipeline, leaving computers to do as much work as possible before people get involved. Although it is tempting to arrange the delivery pipeline in phases (e.g., functional tests, then acceptance tests, then load and performance tests, then security tests), this can lead to problems progressing down the pipeline.

    In this interactive workshop, we will discuss how to arrange your pipeline, automated or not, and so each round of tests provides just enough testing to give you confidence that the next set of tests is worth the investment. We'll explore how to get the right types of testing into your pipeline at the right points so that you can determine which builds are viable candidates for production.

  • Liked Gene Gotimer
    keyboard_arrow_down

    Gene Gotimer - A Definition of Done for DevSecOps

    Gene Gotimer
    Gene Gotimer
    Technical Manager
    Coveros, Inc.
    schedule 11 months ago
    Sold Out!
    45 Mins
    Talk
    Intermediate

    DevOps needs to consider many different aspects of software quality, including security. The term DevSecOps was developed to highlight that security is a focus of the pipeline, not a second-class citizen.

    Fortunately, we can define done for our pipeline so that it includes security. Continuous integration can invoke static analysis tools to test for security errors and check if we are using components with known vulnerabilities. Automated deployments and virtualization make dynamic environments available for testing in a production-like setting. Regression tests can drive traffic through proxies for security analysis. From the code to the systems where we deploy the software, the process can be designed to make sure that we follow security best practices, and not produce insecure software.

    Participants will learn how to construct a definition of done that focuses on security in a DevOps pipeline. They will see how to define security practices that build confidence that they are doing DevSecOps, and how those practices and criteria might mature over time.

  • Liked Glenn Buckholz
    keyboard_arrow_down

    Glenn Buckholz - Failing Faster with Kubernetes and then Recovering

    Glenn Buckholz
    Glenn Buckholz
    Technical Manager
    Coveros
    schedule 11 months ago
    Sold Out!
    45 Mins
    Case Study
    Intermediate

    Kubernetes is quickly gaining popularity, but does the technology deserve so many accolades. In this talk we learn what exactly kubernetes has to offer in the DevOps world. We see that as a service it can provide resources for your DevOps pipeline, automated tests, and the application you are trying to build. We visit an example implementation of such a pipeline and discuss some lessons learned about how to balance these three needs. Additionally, we look at what design considerations your application needs to make, you should consider for your automated testing infrastructure, and how all of this can be leveraged to keep consistent CM while deploying rapidly. Lastly, we explore how threading it all together can help you fail fast and recover quickly as well.

  • Liked Victoria Guido
    keyboard_arrow_down

    Victoria Guido - Avoiding Pitfalls of Non-Technical Managers

    10 Mins
    Lightning Talk
    Beginner

    This talk is intended to help folks who are managing technical projects avoid common pitfalls, and help technical teams better prepare managers for overall project success.

  • Liked Mathias Eifert
    keyboard_arrow_down

    Mathias Eifert - Iterative vs. Incremental – What’s the Difference and Why Should You Care?

    45 Mins
    Talk
    Beginner

    Agile is an incremental and iterative approach to delivering value to our customers. But too often we assume it’s really all about ways to slice work into smaller batch sizes and that both approaches are fundamentally equivalent. However, there is a crucial difference and this lack of awareness is a major contributor to projects and teams that are AINO (Agile In Name Only)!

    In this session, we will discuss how to differentiate between incremental and iterative approaches, their strengths and weaknesses, and why you really need both. We will explore the many ways in which iteration shapes the core of Agile practices, how it supports and enables the benefits of agility, and how understanding its awesome power is a key step in moving from “doing” Agile to truly being agile. In addition, we will take a close look at the practical implications of when to use each approach by discussing real world scenarios, highlighting common Agile anti-patterns and (re)examining familiar story slicing patterns.

    You will walk away with both a better understanding of one of the most important underlying principles of agility and immediately applicable insights for your daily work!

  • Liked Donald Patti
    keyboard_arrow_down

    Donald Patti / Lisa Brown / Meghana Ekbote / Yogita dhond - Scrum in a Snap: Using Snap Circuits to Excite & Educate Scrum Newcomers

    45 Mins
    Workshop
    Intermediate

    The best way to learn Scrum is by doing, but it can be difficult to simulate Scrum and see how well Scrum helps team overcome technical hurdles without actually building something technically challenging. Lego's have always been a fun option for introducing Scrum, but it's difficult to recreate technical impediments, the need for spikes and managing technical debt with our tried and true friend, the box of Lego's.

    Arguably, a better alternative might be Snap Circuits, a toy designed to introduce children to electronics in a fun and easy-to-understand format. Like Lego's, adults gravitate toward Snap Circuits because they are colorful, quickly understood and snap together with ease.

    But, Snap Circuits have the added advantage of requiring a small amount of technical learning during the simulation that make it a closer match to the technical obstacles faced by a typical Scrum team.

    In this workshop, you'll learn one "Scrum in a Snap" simulation exercise. In addition, we'll provide you with a few other "Scrum in a Snap" ideas and encourage you to experiment on your own. Four lucky attendees will also win their own Snap Circuits kit so they can develop their own Scrum games.

    Past participants in "Scrum in a Snap" have said "The best Scrum exercise I've ever done", "I can't believe how much it's like coding - without actually coding", "What a blast - I'll never forget this activity!" and "Where can I buy one?"

    Attend this workshop to see why.

  • Liked Hunter Willett
    keyboard_arrow_down

    Hunter Willett - "Frameworks are Like New Golf Clubs, They Won't Fix a Terrible Swing" How Understanding the Principles of Agile is the First Step

    Hunter Willett
    Hunter Willett
    Agile Coach
    CapTech
    schedule 11 months ago
    Sold Out!
    45 Mins
    Case Study
    Beginner

    We have all been there, a shiny new and improved framework is released and we must implement it, but is this always the answer to improve your Agile organization? Frameworks are needed and provide guidelines for teams but if the teams/companies do not follow the principles and fundamentals of the Agile Manifesto it makes it very difficult for the framework to be successful. The belief is that switching up the specific framework is the answer but they soon realize that the framework is not the main issue that is the driving force. This can leave the teams/companies in a tough situation after committing to a framework that they are not ready for.

    I will be sharing my experiences across multiple different companies on how this assumption has let them down and how we had to return the teams back to the fundamentals to solve the issues they are experiencing.

  • Liked David Bujard
    keyboard_arrow_down

    David Bujard / Chris Meaker / David Fogel - Impossible deadlines? Fail safely, learn rapidly with Spaceteam

    45 Mins
    Workshop
    Beginner

    Communication chaos under looming deadlines - sound familiar? We'll level up our teamwork, practice rapid learning, and identify ways to calm the chaos and focus on getting to done, all using Spaceteam, a chaotic and collaborative card game.

    You'll work with your teammates to repair a failing spaceship before it falls into a black hole. in order to escape, you'll communicate problems, request help, assist colleagues and respond to constant change -- all in five minutes!

    You'll learn from your failures, improve as a team, and gain insights into what helps organizations and teams collaborate effectively and achieve flow.

  • Liked Sean Killeen
    keyboard_arrow_down

    Sean Killeen - Level Up Your Team's Agility with Better Technical Interviews

    45 Mins
    Talk
    Intermediate

    Have you ever been in a technical interview, stuck at a whiteboard or solving a brainteaser, and thought “there must be a better way”? Good news: there very much is.

    Agility and adaptability are crucial for a development team's success, but how often do we target for agility when considering who to bring into our team? And how do we set expectations for agility from the first time this potential new hire begins evaluating our team?

    In this talk, I walk through my philosophy & provide practical tips for running technical interviews that are primed for success.

  • Liked Sharyn Horowitz
    keyboard_arrow_down

    Sharyn Horowitz - Unraveling Red Tape – Being Agile in a Bureaucracy

    Sharyn Horowitz
    Sharyn Horowitz
    Lead Consultant
    Excella Consulting
    schedule 11 months ago
    Sold Out!
    10 Mins
    Lightning Talk
    Intermediate

    Sure, we would like everyone to have an agile mindset and focus on continuous improvement, but sometimes as Agilists we need to work with stakeholders who don’t agree with our priorities or our methods. When you need to get something done in a bureaucracy, how do you adapt? Every place you operate has a unique combination of people, processes, and problems. We'll discuss general principles that will help you navigate successfully.

  • Liked Jonathan Kauffman
    keyboard_arrow_down

    Jonathan Kauffman - Accept Kanban, or Keep Living a Scrum Lie?

    Jonathan Kauffman
    Jonathan Kauffman
    Consultant
    Coveros, Inc.
    schedule 11 months ago
    Sold Out!
    45 Mins
    Talk
    Intermediate

    Are you lying to yourself? Do you keep using Scrum even though you should have switched to Kanban months ago? Scrum is a popular Agile development methodology, but if it doesn’t make sense for your team, then you might be better off switching to Kanban. I will describe my experience working with a team transitioning to Agile and attempting to use Scrum. We initially did a good job at planning, but external dependencies and unplanned work disrupted our commitments. We stopped planning and fell into the pattern of moving most of the stories to the next sprint at the end of every sprint. I will discuss some telltale signs to help you identify when you shouldn’t be using Scrum and might benefit from a Lean methodology like Kanban. I will also provide you with some practical suggestions that you can use to help your team make the transition from Scrum to Kanban.

  • Liked Dr. Patrick McConnell
    keyboard_arrow_down

    Dr. Patrick McConnell - 5 Myths Killing Agile for Government

    45 Mins
    Talk
    Executive

    Over the last 5 years, Agile approaches have seen widespread adoption across the US Federal Government. Where real commitment is given to proven Agile frameworks and techniques, programs do see significant improvement in value delivery and speed. But unfortunately often, ‘Agile’ nomenclature is used while perpetuating behaviors that make real improvement impossible, and may actually make the lived experience worse for participants or stakeholders. And where Agile approaches fail, they add to a narrative that real methods won’t work in this environment. Many of the anti-patterns I’ve seen working as a Coach in the Public Sector are rooted in decision-makers clinging to 5 myths about Agile in Government. This talk will explore these 5 myths, where they come from, and some ways out of them.