Much of the end-to-end “waste” in the state government IT value stream lies in detailed planning, budgeting, procurement, and governance processes that precede project kickoffs and iterative delivery activities, rather than solely within project endeavors and post-project-initiation. Because of this, state government agencies may need additional leaning out of broad planning, budgeting, acquisition, and reporting processes. While taking an agile approach to building product supports (and often drives) many of the outcomes above, some agencies are finding that leaning on methodological frameworks alone is not effectively driving the sort of change IT and business leaders are seeking. In short: Agile Transformation of IT delivery processes is necessary, but not sufficient, for achieving impactful improvements to an overall IT system’s delivery life cycle.
Agile for state government does have specific constraints and idiosyncrasies revolving around proving value for taxpayer spend and supporting audit requirements. This is not uncommon in other industries; for example, the stewardship of public funds at federal government agencies and stringent auditability requirements faced by financial institutions. But by tailoring Agile Transformation strategies to address these constraints, agencies can focus on optimizing the big picture to obtain tangible results.
Over the next year, CapTech’s government solution team will publish a series of tactically driven recommendations aimed at enabling governments to repeatably achieve improved outcomes in IT delivery contexts.
1 Mik Kersten, From Project to Product: How to Survive and Thrive in the Age of Digital Disruption with the Flow Framework, IT Revolution Press, Portland, Oregon, 2018, pg. 39.