{"id":12565,"date":"2012-04-19T10:25:24","date_gmt":"2012-04-19T15:25:24","guid":{"rendered":"https:\/\/blog.planview.com\/?p=12565"},"modified":"2020-02-25T10:32:51","modified_gmt":"2020-02-25T16:32:51","slug":"bringing-kanban-to-the-federal-market-space","status":"publish","type":"post","link":"https:\/\/blog.planview.com\/bringing-kanban-to-the-federal-market-space\/","title":{"rendered":"Bringing Kanban to the Federal Market Space"},"content":{"rendered":"

\"\"<\/p>\n

As citizens and taxpayers, I\u2019m sure we all like to see our governments working to become more efficient and effective. And here at Planview AgilePlace, we\u2019re obviously pretty bought-in to the idea that\u00a0applying Lean-Agile\u00a0<\/a>to an organization\u2019s operations can bring dramatic productivity improvements. So, we\u2019ve been excited this past year to see strong signs that people in the government sector are working hard to make Lean-Agile work for their, admittedly very large and very complex projects. We participated in the\u00a0Agile DC\u00a0conference last fall and the\u00a0ADAPT<\/a>\u00a0group\u2019s Agile in Defense conference this spring and now we\u2019re looking forward to\u00a0GLASScon\u00a0in June. There are lots of great conversations about how to make government better from the practitioner level all the way up to senior federal executives.<\/p>\n

Case in point is our friend Rich Kostro. Rich is a Georgetown classmate of Jon\u2019s and a senior level consultant in the federal space, working most extensively at the moment with the FBI. Rich is working to bring Kanban to that organization and brings a great perspective to us all here about the gigantic opportunity, the very real challenges, and the practical steps we can take to move forward. Highly recommended!<\/p>\n

Guest Blog \u2013 Rich Kostro of Advenio Strategies<\/h3>\n

The federal market space is ripe for the introduction of Kanban best practices. According to the Federal IT Dashboard, last year the government spent $78.7 billion (yes, with a \u2018B\u2019) on IT projects, including investments in\u00a0COTS<\/a>,\u00a0GOTS<\/a>, upgrades and an army of consultants and contractors to glue it all together.\u00a0 These projects ranged in scope from the very smallest programs of only several thousand dollars to the mega, multi-agency initiatives, such as the\u00a0Federal Data Center Optimization Initiative<\/a>\u00a0and the implementation of the Federal CIO Council\u2019s\u00a0\u201cCloud Smart\u201d<\/a> Initiative.\u00a0 The size of this portfolio and increasing pressure on financial resources makes an opportunity for Kanban enthusiasts who can offer the government increased efficiency.<\/p>\n

Understanding the Challenges<\/strong><\/p>\n

Yet despite the potential, the federal market space has not yet embraced Kanban-style management.\u00a0 Why is that?\u00a0 In the almost 15 years that I have been involved in the business management of federal IT portfolios, I have identified three main challenges that must be overcome:<\/p>\n

    \n
  1. Although the mechanics of a Kanban system<\/a>\u00a0are intuitive, understanding the need for it is not;<\/li>\n
  2. Some see Kanban as a threat to middle management; and<\/li>\n
  3. Kanban metrics do not align to most agencies\u2019 compliance and oversight reporting requirements.<\/li>\n<\/ol>\n

    The first challenge, helping the government understand the need for Kanban, is really an acknowledgement that federal IT project managers must go through the same evolution as their private sector counterparts, but with a number of critical differences.\u00a0 First, many federal\u00a0IT project managers<\/a>\u00a0are not IT professionals by training.\u00a0 Often they are on a \u201cheadquarters tour\u201d required for a promotion in their field.\u00a0 This leads to an experience gap because the excellent management skills that many senior government personnel bring are not paired with a deep foundation in IT.\u00a0 The \u201cheadquarters tour\u201d phenomenon together with the political cycles also leads to relatively high turnover, which interferes with senior leaders\u2019 ability to make systemic changes.\u00a0 Finally, the inability to measure results by their impact on profitability makes it difficult to identify best practices.\u00a0 Ultimately these factors combine into a diminished accountability for results.<\/p>\n

    This lack of experience and accountability forces many federal IT project manager to fall back on what makes intuitive sense, which is something the traditional waterfall-style development model excels at.\u00a0 It seems both logical and prudent to gather all your requirements before you begin development, or even the next spiral of development.\u00a0 It seems like good business sense to ask for cost, schedule and performance estimates from your development team, and track them in MS Project.\u00a0 Private sector IT professionals, trained in their field and motivated by profit, had to evolve through SDLC, PMBOK, CMMI, SCRUM, and Agile before they understood that what seemed intuitive was often not helpful.\u00a0 It is true that Kanban\u2019s elegance is in its simplicity, but a true understanding of its benefits is not always apparent until you\u2019ve seen a world without it first.<\/p>\n

    A second challenge to introducing Kanban within the federal market space is the perceived (or actual!) threat it posses to middle management. Kanban succeeds because it flattens the organization and delegates mission responsibility to every member of the team.\u00a0 In such a scenario, how are the middle managers to prioritize the various requirements?\u00a0 With significantly reduced development cycles, how can they provide feedback?\u00a0 Most importantly, how can they demonstrate leadership and control when their Gantt chart shows requirements, development, testing, and deployment are all happening simultaneously?\u00a0 Middle managers who are not able or willing to think creatively on how they can add value often find Kanban intimidating.<\/p>\n

    Finally, the third challenge to introducing Kanban to the federal market space is the fact that Kanban accepts a level of uncertainty when dealing with IT projects, while most agencies\u2019 oversight functions are biased toward predictability.\u00a0 For example, the budgeting process requires milestones be identified at least one year out to the White House Office of Management and Management OMB<\/a>\u00a0and reported on quarterly; while the contracting process is so onerous that it often takes months to get a team in place that can then expect to be in place for up to five years before they are re-competed.\u00a0 For IT projects, this bias towards predictability is seen in the metrics used to measure the success of a development effort.\u00a0 Whereas private sector organizations may use measures of profitability or cash flow, such as\u00a0NPV<\/a>\u00a0or\u00a0IRR<\/a>\u00a0to determine return on investment, government agencies often use metrics such as\u00a0EVM<\/a> that describe deviations from a baseline plan.\u00a0 It is difficult for Kanban-based projects to do well in this environment because the failure to have a baseline plan is often seen as a sign that a project is disorganized, rather than the fact that it is operating at the cutting edge of management practices.<\/p>\n

    The Way Ahead<\/strong><\/p>\n

    Fortunately, all is not lost.\u00a0 It is possible to introduce the best practices of Kanban into the federal market place with a little creativity.<\/p>\n

    First,\u00a0sell what they know<\/strong>.\u00a0 The advantage of working with federal IT project managers who may have begun their careers in a completely different vertical is that they often do not care about the theological battles that happen inside the IT community.\u00a0 If you try to enter the government market space selling Kanban as your differentiator, you will likely get a cold reception.\u00a0 They\u2019ve never heard of it.\u00a0 They don\u2019t care.\u00a0 They\u2019ll ask \u201cisn\u2019t that like Agile, which is just a way of saying that you don\u2019t want to develop requirements?\u201d\u00a0 However, if you come in selling improved EVM scores (because Kanban helps you come in under budget and ahead of schedule), then you are starting out speaking a language they know and can appreciate.<\/p>\n

    Second,\u00a0provide what they need.<\/strong>\u00a0 One of the biggest challenges IT projects have in the government is in telling a good news story, precisely because they do not measure ROI in a way that people can relate to.\u00a0 Kanban can help with the metrics it enables.\u00a0 Talk about customer responsiveness, as measured in the time it takes to fix bugs or add new features.\u00a0 Talk about how quickly requirements are addressed and put into production, as compared to traditional waterfall projects which have all their requirements come on-line at once at the end.\u00a0 Most agencies struggle with demonstrating success.\u00a0 The quick-to-market approach Kanban uses can help with this challenge.<\/p>\n

    Finally,\u00a0meet them half way.<\/strong>\u00a0 Kanban enthusiasts will tell you Gantt charts and estimates are nothing but a collection of hopes, lies and dreams, but for many managers they are a requirement.\u00a0 Instead of wasting your time fighting against building them, save your political capital for a later day.\u00a0 Provide milestones for significant increments \u2013 for example 6 months apart \u2013 but manage the day to day on your Kanban board<\/a>.\u00a0 You will have the flexibility to build in a way that makes sense, and your boss will be able to chart your progress in the way that he knows how.<\/p>\n

    The federal government is notoriously slow in adopting the most current thinking in organizational design and management, but it is also incredibly loyal to the concepts it has embraced.\u00a0 As Kanban gains prominence in the private sector, and as it slowly seeps into the government as forward thinking IT project managers implement it, a critical mass inside the federal government will surely build.\u00a0 In the mean time, enthusiasts will be best served by patiently educating their clients on how Kanban works and creatively applying it to meet existing requirements for organizational control and oversight.<\/p>\n

    \u2014\u2014-<\/p>\n

    Rich is the President of Advenio Strategies, a strategic consulting firm in Washington, DC.\u00a0 He offers almost 15 years experience designing and managing IT portfolios across the federal government, including inside the Department of Defense and at the FBI.\u00a0 He is currently working with the FBI to design their Bureau IT Knowledge Repository (BIKR) using the tenants of lean Kanban.\u00a0\u00a0<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

    As citizens and taxpayers, I\u2019m sure we all like to see our governments working to become more efficient and effective. And here at Planview AgilePlace, we\u2019re obviously pretty bought-in to the idea that\u00a0applying Lean-Agile\u00a0to an organization\u2019s operations can bring dramatic productivity improvements. So, we\u2019ve been excited this past year to see strong signs that people…<\/p>\n","protected":false},"author":127,"featured_media":0,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_editorskit_title_hidden":false,"_editorskit_reading_time":0,"_editorskit_is_block_options_detached":false,"_editorskit_block_options_position":"{}","footnotes":""},"categories":[38],"tags":[511],"class_list":["post-12565","post","type-post","status-publish","format-standard","hentry","category-work-collaboration","tag-leankit"],"acf":[],"yoast_head":"\nBringing Kanban to the Federal Market Space - Blog | Planview<\/title>\n<meta name=\"description\" content=\"The federal market space is ripe for the introduction of Kanban best practices.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/blog.planview.com\/bringing-kanban-to-the-federal-market-space\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Bringing Kanban to the Federal Market Space\" \/>\n<meta property=\"og:description\" content=\"The federal market space is ripe for the introduction of Kanban best practices.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/blog.planview.com\/bringing-kanban-to-the-federal-market-space\/\" \/>\n<meta property=\"og:site_name\" content=\"Planview Blog\" \/>\n<meta property=\"article:publisher\" content=\"http:\/\/www.facebook.com\/pages\/Planview-Inc\/89422974772\" \/>\n<meta property=\"article:published_time\" content=\"2012-04-19T15:25:24+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2020-02-25T16:32:51+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/blog.planview.com\/wp-content\/uploads\/2020\/02\/Bringing-Kanban-to-the-federal-market-space.jpg\" \/>\n<meta name=\"author\" content=\"Jon Terry\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:creator\" content=\"@leankitjon\" \/>\n<meta name=\"twitter:site\" content=\"@Planview\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"Jon Terry\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"8 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\/\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\/\/blog.planview.com\/bringing-kanban-to-the-federal-market-space\/#article\",\"isPartOf\":{\"@id\":\"https:\/\/blog.planview.com\/bringing-kanban-to-the-federal-market-space\/\"},\"author\":{\"name\":\"Jon Terry\",\"@id\":\"https:\/\/blog.planview.com\/#\/schema\/person\/b27fa23fc8b87499c284b5a56752b8dd\"},\"headline\":\"Bringing Kanban to the Federal Market Space\",\"datePublished\":\"2012-04-19T15:25:24+00:00\",\"dateModified\":\"2020-02-25T16:32:51+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\/\/blog.planview.com\/bringing-kanban-to-the-federal-market-space\/\"},\"wordCount\":1532,\"publisher\":{\"@id\":\"https:\/\/blog.planview.com\/#organization\"},\"image\":{\"@id\":\"https:\/\/blog.planview.com\/bringing-kanban-to-the-federal-market-space\/#primaryimage\"},\"thumbnailUrl\":\"https:\/\/blog.planview.com\/wp-content\/uploads\/2020\/02\/Bringing-Kanban-to-the-federal-market-space.jpg\",\"keywords\":[\"LeanKit\"],\"articleSection\":[\"Work Management for Teams\"],\"inLanguage\":\"en-US\"},{\"@type\":\"WebPage\",\"@id\":\"https:\/\/blog.planview.com\/bringing-kanban-to-the-federal-market-space\/\",\"url\":\"https:\/\/blog.planview.com\/bringing-kanban-to-the-federal-market-space\/\",\"name\":\"Bringing Kanban to the Federal Market Space - 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