Agile Change in a Federal Government Context
How do we tackle the move towards Agile Delivery in a Federal Government environment that is so entrenched in waterfall ways of working? What are our opportunities to re-shape the thinking of leaders in this context?
Outline/Structure of the Case Study
How do we tackle the move towards Agile Delivery in an environment that is so entrenched in waterfall ways of working? What are our opportunities to re-shape the thinking of leaders in this context?
Federal Government clients are abundant in the Canberra market, in fact pretty much our soul source of income….they love the idea of Agile delivery (emphasis on idea) but do not try to skinny out of requirements documents or a rigid delivery schedule or the ICT release cycle or in fact reporting of any kind.
There are mandates to move to more “Agile ways of working” and to this end Fed Gov peeps have gotten themselves all trained up, they know the lingo, they even have their very own in house Agile coaches, fortunate, because they can adapt Agile to suit their needs – that’s what it’s all about right? Our clients make up their own versions, hybrid, wagile…..and create some new rules and reduce or change or completely ignore rituals don’t worry about the mindset…. and when the project boards beat them about the head and body they halt delivery work and write requirements…….(where Agile evangelists go to die). Suddenly everything is really delayed and what’s to blame….AGILE.
How can Change Professionals influence outcomes in Federal Government, what is the opportunity to bring Waterfall diehards along the journey?
Improving Federal Government's journey into Agile Delivery
schedule Submitted 4 years ago
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