The document discusses governance principles and practices for government agile programs. It introduces Joshua Seckel and the agenda, which includes defining governance and collaboration structures. It also covers earned value management, oversight from the OMB and executives, and programmatic governance. The conclusion is that agile governance can work if it focuses on collaboration and delivering working solutions.

1. Blackstone Technology Group Proprietary and Confidential 10/24/2012

2. Purpose
2
 Define governance principles and practices within
government agile programs
Blackstone Technology Group Proprietary and Confidential 10/24/2012

3. Agenda
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 Introduction
 What is governance
 Collaboration and governance structure
 Earned Value Management
 OMB and executive governance
 Programmatic governance
 Conclusion and questions
Blackstone Technology Group Proprietary and Confidential 10/24/2012

4. Introduction
4
 Joshua Seckel
 Insoftware development for 15+ years
 Working with DHS for last 5+ years on Agile
 Currently lead Blackstone Technology Group Agile
Management Group
 Contact
 Email:Jseckel@bstonetech.com
 Phone: 703-812
 Personal blog: www.federalagilesolutions.com
Blackstone Technology Group Proprietary and Confidential 10/24/2012

5. What is Governance?
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 Information Technology Governance is a subset
discipline of Corporate Governance focused on
information technology (IT) systems and their
performance and risk management.
 Need for greater accountability for decision-
making around the use of IT in the best interest of
all stakeholders.
 Whilst managing risk and ensuring compliance are
essential components of good governance, it is
more important to be focused on delivering value
and measuring performance.
Blackstone Technology Group Proprietary and Confidential 10/24/2012

6. Why Governance?
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Blackstone Technology Group Proprietary and Confidential 10/24/2012

7. Agile within Traditional SELC
7
Blackstone Technology Group Proprietary and Confidential 10/24/2012

8. Agile Governance
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 Agile teams are significantly easier to govern than
traditional teams
 Traditional approaches to governance are
guaranteed to harm agile teams
 Agile teams must demand good governance from
their organization
 Scott Ambler – Disciplined Agile Delivery
Blackstone Technology Group Proprietary and Confidential 10/24/2012

9. Track to Release, not Phase
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 Agile Activities as complete releases
 Waterfall activities as phases in development
Project Name Activity Name Activity Description
HSIN Pilot of 3.0 using Agile model of
HSIN 3.0 DME HSIN 3.0 Pilot development
Develop and Deploy Initial HSIN Operating
Capability to select active users using Agile
HSIN 3.0 DME HSIN IOC Development
Develop and deploy HSIN FOC using Agile
HSIN 3.0 DME HSIN FOC Development
HSIN 3.0 DME Portal Consolidation Consolidate 3 portals onto HSIN in FY12
HS SLIC Consolidation HS SLIC Develop secure messaging solution
HS SLIC Consolidation HS SLIC Migrate users to HSIN Legacy
Two Factor Authentication in Legacy TFA Requirements and Design
Two Factor Authentication in Legacy TFA Development
Two Factor Authentication in Legacy TFA Test Environment
Two Factor Authentication in Legacy TFA Production
Operations and Maintenece suport (including
Two Factor Authentication in Legacy TFA help desk transition)
Two Factor Authentication in Legacy TFA System Testing
Two Factor Authentication in Legacy TFA Deploy, Post Production
Blackstone Technology Group Proprietary and Confidential 10/24/2012

10. Earned Value Management (EVM) Intro
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 Agile EVM tracks delivered working software
 Option 1:
 Use story points from the Product Backlog for total
project as baseline
 Each Sprint, points added to the program and
complete are used to rebaseline and do EVM
calculations
 Option 2:
 Use Capabilities as baseline
 Each Sprint, determine percent complete for each
capability and do EVM calculations
Blackstone Technology Group Proprietary and Confidential 10/24/2012

11. EVM
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Traditional Earned Value Management Agile Earned Value Management
Performance Measurement Baseline (PMB)
The sum of all work package schedule estimates Total number of story points planned for a
(duration and effort). release(PRP)
Schedule Baseline - often integrated in PMB
The sum of all work packages for each time period The total number of planned sprints (PS) multiplied by
calculated for the total duration. sprint length.
Budget at Complete (BAC)
The planned budget for the release or project. The planned budget for the release.
Planned Percent Complete (PPC)
What % complete did we expect to be at this point in The number of the current sprint (n) divided by the
the project? Can be a subjective estimate, or a total number of planned sprints (PS).
calculation of the dollar value of the cumulative tasks
planned to be complete by this point in time divided
by the performance baseline
Actual Percent Complete (APC)
The dollar value of work packages actually completed The total number of story points completed
divided by total dollar value of the budget at (potentially shippable increments) divided by the total
complete. number of story points planned.
Blackstone Technology Group Proprietary and Confidential 10/24/2012

12. EVM Example
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Effort/ Effort/
PILOT
Budget At Completion (BAC) Weigth Weigth
$25,000,000 Oct-11 Nov-11 Dec-11
$ of Total % of Total PV (%) To Sprint 1 %- Sprint 1 EV Sprint 2 %- Sprint 2 (%) Sprint 3 Sprint 3 (%)
Capabilities Capabilities Complete in Work Work %-Work
Dev Cost Pilot Complete Complete Comple
Capability te
Cap1 $46,904 0.2% 100 50 $ 23,452 75 $ 11,726 75 $ -
Cap2 $609,756 2.4% 50 25 $ 152,439 25 $ - 25 $ -
Cap3 $375,235 1.5% 75 75 $ 281,426 75 $ - 75 $ -
Cap4 $140,713 0.6% 100 0 $ - 0 $ - 25 $ 35,178
Cap5 $234,522 0.9% 100 0 $ - 0 $ - 0 $ -
Cap6 $609,756 2.4% 50 0 $ - 0 $ - 0 $ -
Cap7 $93,809 0.4% 50 0 $ - 50 $ 46,904 50 $ -
Cap8 $140,713 0.6% 100 50 $ 70,356 75 $ 35,178 75 $ -
Cap9 $375,235 1.5% 100 100 $ 375,235 100 $ - 100 $ -
$ $
Pilot Earned Value (EV) 902,908 93,809 $ 35,178
Planned Value (PV) - Pilot 1.50% 1.82% 1.82%
$ $
Pilot Planned Value (PV) 375,235 456,014 $ 456,014
$ $
Actual Cost (AC) Total Project 408,634 462,468 $ 341,251
Project Schedule Variance (SV) 527,674 -362,206 -420,836
Project Cost Variance (CV) 494,274 -368,659 -306,073
$ $
Pilot (BAC) 375,235 831,249 $ 1,287,263
CUM (CPI) 2.210 0.203 0.103
Cum (SPI) 2.406 0.206 0.077
Blackstone Technology Group Proprietary and Confidential 10/24/2012

13. OMB 300
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 Each Release as a project for EVM and other
reporting
 Tracking to completed delivery of working code
 Create interface in the PMO office for reporting
Blackstone Technology Group Proprietary and Confidential 10/24/2012

14. TechStat
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TECHSTAT IS: TECHSTAT IS NOT:
Actionable: participants should leave the Routine: sessions should not be used for
session armed with next steps to improve routine, small impact change requests
outcomes
A Spotlight: sessions should highlight Comprehensive: not an IV&V, IBR, PIR
problems areas and focus deeply on pain (though these could be inputs or
points requested actions of a TechStat)
Prescriptive: sessions should be limited to One-Size-Fits-All: the roles and
60 minutes and result in clear actions, responsibilities of the CIO, IRB, and
with owners and deadlines TechStat will vary by agency
A Tool: sessions should be used when A Review: sessions should not be used for
executive level influence is needed cyclical control reviews (“business as
usual”)
Blackstone Technology Group Proprietary and Confidential 10/24/2012

15. Programmatic Governance
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 ESC provides closer monitoring than OMB or
Techstat
 Release management and awareness
 Cost and Organizational awareness
Cost per User (Total Program Costs) Cost per User (O&M)
250000 700 250000 700
600 600
200000 200000
500 500
150000 150000
400 400
# of Users Estimated Users
300 Cost per User 300 Total Cost per User
100000 100000
200 200
50000 50000
100 100
0 0 0 0
FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20
FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20
HSIN TOTAL Program Costs $25,354,802 $26,785,185 $20,076,399 $22,773,852 $21,895,038 $21,937,673 $21,947,979 $22,060,684 $21,653,809 $21,653,809
Estimated Users 34,000 45,000 60,000 90,000 120,000 150,000 180,000 200,000 210,000 220,000
Total Cost per User $745.73 $595.23 $334.61 $253.04 $182.46 $146.25 $121.93 $110.30 $103.11 $98.43
FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20
HSIN O&M Sub-Total $15,457,820 $18,473,324 $14,799,247 $19,773,852 $20,895,038 $20,937,673 $20,947,979 $21,060,684 $20,653,809 $20,653,809
Estimated Users 34,000 45,000 60,000 90,000 120,000 150,000 180,000 200,000 210,000 220,000
Total Cost per User $454.64 $410.52 $246.65 $219.71 $174.13 $139.58 $116.38 $105.30 $98.35 $93.88
Blackstone Technology Group Proprietary and Confidential 10/24/2012

16. Conclusion
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 Agile governance can and does work, but requires
collaboration.
 Agile can provide better transparency than
traditional.
 Agile governance focuses on working
solutions, just like agile execution.
Blackstone Technology Group Proprietary and Confidential 10/24/2012

17. Questions
17
Blackstone Technology Group Proprietary and Confidential 10/24/2012

18. Contact Information
18
B
www.bstonetech.com
T
ADDRESS
4601 N Fairfax Drive, Ste 1010
Arlington, VA 22203
PHONE/FAX
(703) 812-9700
(703) 812-4619
Josh Seckel
Technical Manager jseckel@bstonetech.com
Blackstone Technology Group Proprietary and Confidential 10/24/2012