Everyone has heard the phrase “state of mind.” It influences behaviors, methods, and actions to get things done.
State of mind blankets digital transformation. Citizens, warfighters, and public-sector employees have expectations of instant accessibility to IT and services. Government agencies’ mindsets are thus evolving too, as they realize that mission success depends on quickly and continuously delivering applications, products, and services to users.
Department of Defense, national security, and civilian agencies alike have embarked on IT modernization initiatives and are adopting lean, agile, and DevSecOps to meet delivery challenges. The growing number of interconnected systems and need for enterprise-level agility make it an opportune time to also adopt lean-agile scaling techniques.
Many agencies have successfully implemented agile on individual projects, establishing short, frequent software development life cycles with continuous integration and delivery pipelines using DevSecOps practices and automation. Those responsible for large-system integrations must synchronize business lines and multiple agile teams. This requires coordinated systems engineering and integration with a scaled agile development approach.
Scaling agile across a growing number of interconnected teams and deliverables becomes increasingly difficult for obvious reasons. An agency has to align multiple product releases and maintain a stable state so that the teams become a holistic operation.
Organizations must get interconnected teams to operate holistically.