Government // Cloud computing
Commentary
8/14/2014
02:35 PM
David F Carr
David F Carr
Commentary
Connect Directly
LinkedIn
Google+
Twitter
RSS
E-Mail
50%
50%

US Digital Service: Key To Making Government Agile?

Effort to apply the lessons of HealthCare.gov is praiseworthy, but may not get at the root cause of problems with digital government services.

while Agile is the preferred methodology for digital services development, federal contracts are too often built around rigid requirements that conflict with the Agile principle that requirements must often be discovered through the iterative development of working code. The solution is to build contracts around a high-level vision for a project that includes the business results the software must deliver, without being too prescriptive about how the software should function, the authors state.

"What Mikey and his team seem to be doing is thinking of Agile as a software-development process, and it's not -- it's a business process," Fisher said. "In government, Congress and the leaders of the other organizations are the business owners, and as far as I know, they're not following Agile, so it's destined to fail."

Agile works when not just the software developers, but also the business leaders understand that a digital service needs to evolve to be successful, he said. Sometimes that means altering business goals to match the reality of what's practical to deliver in software or take advantage of opportunities that only become obvious once software development is underway. That's not the way government typically works, certainly not with a massive project like HealthCare.gov with requirements hard-coded into legislation. In any project with big ambitions, Congressional leaders and agency heads are likely to insist on knowing exactly what they're going to get for their money before they put a project into the budget.

"It's on the procurement side, which is more of a waterfall, where the conflict is going to come in," Fisher said.

'Plays' from the Digital Services Playbook
"Plays" from the Digital Services Playbook

Is Mikey Dickerson's leadership of the USDS likely to change that? Probably not.

"Taking a look at Mikey's background, he's a great guy, but he's an engineer, he's not an executive that's going to do battle and fight some of those [structural] issues," Abbott said. "Fixing that problem isn't the job of a well-respected engineer or lower-level manager. It's the job of a skilled senior executive (which Mikey is not) with political aspirations." If you wanted a Googler to fix government, you'd need someone more like executive chairman and former CEO Eric Schmidt, he and Fisher suggested.

(Hard to imagine that Schmidt would want the job.)

Another key structural issue, which the Digital Services Playbook does address, is: "Assign one leader and hold that person accountable."

It's good that's on the list, because a vague and confusing division of responsibility and authority was one of the key failures of HealthCare.gov, Abbott said. But making it happen would likely require some head-banging, he said. "Again, who is going to enforce this?"

Later in the conversation, Abbott hedged a bit, noting that the USDS could still make a positive difference. While he generally endorses Agile, it's not the only route to software success, and government projects wouldn't necessarily have to meet a purist's definition of Agile to get the benefits of a more iterative approach to software development that allows for some course corrections.

"We're big believers in Agile, and try to get our client partners to adopt it where it makes sense, but the engine has to match the transmission," he said. If you can't fix both pieces, "you're better off getting a transmission that fits the engine," with a hybrid that includes elements of the traditional "waterfall" model with requirements defined up front, he said.

There are other theories of how the digital playbook misses the mark. FCW columnist Steve Kelman suggests the problem with procuring Agile development services is more at the level of the task order than the contract. The USDS is inviting comment on its playbook and acquisition guidelines, and Kelman said he planned to submit his thoughts as part of that feedback process.

The USDS is less than a week old, which is awfully soon to be pronouncing it destined to fail. At one point, Abbott told me, "They're claiming they're fixing everything, but they're really fixing a small delivery piece of it." To be fair, VanRoekel is only claiming a modest beginning, a pilot project to make things better.

But Agile government? That's a tall order.

IT leaders who don't embrace public cloud concepts will find their business partners looking elsewhere for computing capabilities. Get the new Frictionless IT issue of InformationWeek Tech Digest today.

David F. Carr oversees InformationWeek's coverage of government and healthcare IT. He previously led coverage of social business and education technologies and continues to contribute in those areas. He is the editor of Social Collaboration for Dummies (Wiley, Oct. 2013) and ... View Full Bio
Previous
2 of 2
Next
Comment  | 
Print  | 
More Insights
Comments
Newest First  |  Oldest First  |  Threaded View
willkelly01
50%
50%
willkelly01,
User Rank: Apprentice
8/15/2014 | 10:54:20 AM
Re: EU
We must not forget, Healthcare.gov was also a sole source contract that went to a vendor who had a connection to Michelle Obama while not necessarily having the large scale web site development experience
David F. Carr
50%
50%
David F. Carr,
User Rank: Author
8/15/2014 | 10:34:57 AM
Re: EU
Yes, well, a big part of the HealthCare.gov story was the legislatively mandated start date, which left no room for a "beta launch" or "soft launch" period that could be used to work out the kinks. Part of what made it less than Agile
Brian.Dean
50%
50%
Brian.Dean,
User Rank: Ninja
8/15/2014 | 8:20:55 AM
EU
Where are the Googles, the Apples and the Microsofts of the EU? Answer, there are all in the US, this could be because tech requires a certain public environment to progress. This gives the government the best possible chance to recruit the leadership that is needed for a public digital service.

Almost every private business goes through its fair share of ups and down, the same happened to HealthCare.gov. The important thing is that the commitment was real and that shows by the additional efforts that are taking place to create a better/working system.
Gov Cloud: Executive Initiatives, Enterprise Experience
Gov Cloud: Executive Initiatives, Enterprise Experience
In this report, we'll examine the use of cloud services by government IT, including the requirements, executive initiatives and service qualifications, and auditing and procurement programs that make government cloud adoption unlike that in the private sector.
Register for InformationWeek Newsletters
White Papers
Current Issue
InformationWeek Tech Digest September 18, 2014
Enterprise social network success starts and ends with integration. Here's how to finally make collaboration click.
Flash Poll
Video
Slideshows
Twitter Feed
InformationWeek Radio
Archived InformationWeek Radio
The weekly wrap-up of the top stories from InformationWeek.com this week.
Sponsored Live Streaming Video
Everything You've Been Told About Mobility Is Wrong
Attend this video symposium with Sean Wisdom, Global Director of Mobility Solutions, and learn about how you can harness powerful new products to mobilize your business potential.