The FBI Gets Agile

Fulgham, C.; Johnson, Julie; Crandall, Michael; Jackson, L. Neal; Burrows, Noreen

doi:10.1109/mitp.2011.88

Cited by 13 publications

(5 citation statements)

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“…For example, the U.S. Army has created simulation programs using both agile and tradi tional methods (Surdu & Parsons, 2006). The Federal Bureau of Investi gation (FBI) has worked with its contractor Lockheed Martin on the Sentinel project to create a case management software to change how the Bureau gathers, stores, and links data (Fulgham, Johnson, Crandall, Jackson, & Burrows, 2011). Especially the upfront definition of require ments as part of the standard development process is considered as in efficient and ineffective and oftentimes takes years (The White House, 2012a), so that the project team evaluated the existing software devel opment methodologies and moved to sprint cycles including outside stakeholders in the process and more effectively managed risks, costs, and outcomes.…”

Section: The Alternative: Agile Overlapping Developmentmentioning

confidence: 99%

Agile innovation management in government: A research agenda

Mergel

2016

Government Information Quarterly

138

104

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Governments are facing an information technology upgrade and legacy problem: outdated systems and acquisi tion processes are resulting in high risk technology projects that are either over budget or behind schedule. Re cent catastrophic technology failures, such as the failed launch of the politically contested online marketplace Healthcare.gov in the U.S. were attributed to an overreliance on external technology contractors and failures to manage large scale technology contracts in government. As a response, agile software development and modular acquisition approaches, new independent organizational units equipped with fast reacting teams, in combination with a series of policy changes are developed to address the need to innovate digital service delivery in govern ment. This article uses a process tracing approach, as well as initial qualitative interviews with a subset of exec utives and agency level digital services members to provide an overview of the existing policies and implementation approaches toward an agile innovation management approach. The article then provides a re search framework including research questions that provide guidance for future research on the managerial im plementation considerations necessary to scale up the initial efforts and move toward a collaborative and agile innovation management approach in government.

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Section: The Alternative: Agile Overlapping Developmentmentioning

confidence: 99%

Agile innovation management in government: A research agenda

Mergel

2016

Government Information Quarterly

138

104

View full text Add to dashboard Cite

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“…First and foremost, scholars have found that agile methods lead to a better and more collaborative integration of IT teams with public sector management (Berger, 2007;Berger et al, 2005;Dubinsky et al, 2005;Upender, 2005). 4 Second, agile methods are found to increase the satisfaction of government services' recipients and other important stakeholders (Fruhling et al, 2008;Fulgham et al, 2011;Iliev et al, 2009). Third, researchers have observed that an agile approach in government projects reduces the time required for value delivery (McMahon, 2006;Moore, 2001;Surdu & Parsons, 2006;Upender, 2005).…”

Section: Benefits Challenges and Conditionsmentioning

confidence: 99%

Late to the Party? Agile Methods in British and German Government Institutions

Kupi¹

2021

Preprint

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This thesis project developed an online data collection and analysis system to trace the evolution and spread of agile methods in British and German government institutions. Agile methods are rooted in the software development departments of the private sector and are characterised by an iterative development process that focuses on the user. As the digital transformation gains ground in the public sector, these methods are also becoming more relevant to government institutions. Yet, public management literature still lacks an understanding of the temporal and spatial evolution of this development. To fill this research gap, this study analysed the occurrence of agile methods related keywords on British and German government websites over time. A total of 49 government domains were crawled and 171,569 potentially agile related pages downloaded. After preprocessing (e.g. extracting the publishing organisation’s name and the publishing date) and cleaning the data, 451 relevant sites were left. The analysis showed that the number of agile related sites published by government institutions as well as the number of government domains publishing agile sites increased over time and particularly in recent years (289% increase in number of published sites from 2017 to 2019). Furthermore, it revealed that 84% of agile sites also mention digital transformation related keywords. German federal and state level institutions published a total of 74 agile related pages, the first one in 2015, and the most active bodies turned out to be the Federal Ministry of Labour & Social Aairs and the state of Baden-Württemberg. The Federal Government Office and the Bavarian government lead in terms of most detailed methods description. On the other hand, Britons have been discussing agile methods on their government web presences since 2011 (380 pages in total), while the lead institutions in terms of number of sites published are the Government Digital Service and the Cabinet Office. With regard to the depth of agile methods descriptions the leaders are the Home Office and the Education & Skills Funding Agency. When comparing British and German central government ministerial departments, the wide lead – in terms of all three, quantity, timing, and depth – of the British institutions becomes apparent. To catch up, Germans should more strongly acknowledge the strategic relevance of agile methods for government’s digital transformation, and consider establishing distinct lighthouse institutions that internally push the application of agile methods and openly talk about it so that other institutions can follow. Future work could include further relevant actors such as NGOs, consultancies or media outlets in the analysis to possibly reveal who ”drives” the adoption of agile methods in government institutions.

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“…Further examples on exclusion by the large scale facet were cases with large organizations but only a single team adopting agile ( Fulgham et al, 2011 ). We considered cases of single teams (although as part of a larger organization) unrelated to this research as our focus is on transformation of the entire (development) organization.…”

Section: Inclusion Criteriamentioning

confidence: 99%

Challenges and Success Factors for Large-scale Agile Transformations

Paasivaara

Lassenius

2016

Proceedings of the Scientific Workshop Proceedings of XP2016

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a b s t r a c tAgile methods have become an appealing alternative for companies striving to improve their performance, but the methods were originally designed for small and individual teams. This creates unique challenges when introducing agile at scale, when development teams must synchronize their activities, and there might be a need to interface with other organizational units. In this paper we present a systematic literature review on how agile methods and lean software development has been adopted at scale, focusing on reported challenges and success factors in the transformation. We conducted a systematic literature review of industrial large-scale agile transformations. Our keyword search found 1875 papers. We included 52 publications describing 42 industrial cases presenting the process of taking large-scale agile development into use. Almost 90% of the included papers were experience reports, indicating a lack of sound academic research on the topic. We identified 35 reported challenges grouped into nine categories, and 29 success factors, grouped into eleven categories. The most salient success factor categories were management support, choosing and customizing the agile model, training and coaching, and mindset and alignment.

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The FBI Gets Agile

Cited by 13 publications

References 0 publications

Agile innovation management in government: A research agenda

Agile innovation management in government: A research agenda

Late to the Party? Agile Methods in British and German Government Institutions

Challenges and Success Factors for Large-scale Agile Transformations

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