Drive to the Cloud: DOT’s Agile Cloud Transformation
Moving to the cloud is perhaps the most popular trend in technology since going agile and arguably just as difficult. What happens when you combine the two?
The US Department of Transportation (DOT) and Enquizit, an Amazon Web Services Premier partner that specializes in cloud transformation services for education, government and not-for-profits, have done just that. Though cloud transformations often take organizations one or more years, cost millions of dollars and involve a series of failures before success, The DOT’s application of agile to their cloud transitions has shaved that time down to less than 6 months.
In this talk, presented by Arnel Rivera (DOT,) and Scott Swanson (Enquizit), you’ll learn how the DOT and Enquizit applied agile to moving to the cloud, including what they’ve changed, how they’ve done it and who’s benefited. You’ll also learn some fundamentals about agile cloud transformations that can help you to do the same.
Outline/Structure of the Case Study
- Mapping a Course for the Department of Transportation – opportunities and challenges (10 minutes)
- “This is the way we do things” – The traditional approach to cloud transformation (5 minutes)
- Enquizit Applies Agile at the DOT – Accelerating cloud transformations (15 minutes)
- Results! How Agile paved a path to success – Outcomes (5 minutes)
- Q&A (10 minutes)
By attending this talk, you will:
- Gain a better understanding of cloud transformations and challenges faced when attempting to move to the cloud
- Learn how to apply agile to your cloud transformations to increase success
- Be able to explain how agile principles applied in the right way can speed a cloud transformation.
Those interested in moving to the cloud the agile way
Prerequisites for Attendees
Basic understanding of agile
schedule Submitted 10 months ago
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The job of an IT Project Manager is a difficult one and traditional approaches to governance tended to make it even more difficult. In the best of times, these approaches employ Independent Verification and Validation (IV&V) as an impediment to project teams; in the worst of times, they set IV&V up as judge, jury, and executioner for projects.
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The big challenge has always been in defining what is required for a given project.
Project sponsors want working solutions. The CFO wants tight budgets and lower costs. Project teams want happy sponsors. These stakeholders often oppose IV&V because the cost/benefit case for everything it promotes can be difficult to justify in comparison to business needs. Also, when these stakeholders do not pay directly for development costs they can have a very high tolerance for risk – but that’s an issue for another day.
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- What if, instead of reciting regulations to teams, IV&V worked hand-in-hand help teams meet them in the most efficient ways possible?
- What if, instead of looking for defects, IV&V asked teams how it could help and then provided the specific support they need, where and when they need it most?
- What if IV&V helped to onboard new teams and train them in specific skills and resources they will need to succeed?
- What if IV&V assessed team needs as they worked together and then developed training courses to address those needs?
- What if IV&V built project dashboards to present useful information from development tools that helped teams surface problems quickly?
- What if these and other steps help project teams deliver value while meeting regulations, reducing risk, trimming costs, and increasing quality all around?
What if? There is no what if. This works. It really does.
These are just some of the innovative governance strategies that our IV&V team at USCIS has employed and it has made all the difference.
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