Deloitte Insights recently published new findings that show that major federal software projects are getting smaller and shorter. They also found that in 2017 almost 80 percent of major federal software projects are now classified as either Agile or iterative. Click here to read the full report.
However, at The Braintrust Consulting Group we still encounter a huge number of clients who believe that Agile cannot succeed in government. The most common concern or perceived challenge is that government bureaucracy is just not set up to work in an Agile framework. People assume that government red tape will clash with the entire philosophy of Agile.
We’re here to tell you that Agile can and does work in government. But you don’t have to take our word for it, we have real world case studies that show two very different government scenarios where Agile was successfully implemented. Though the circumstances were different, the results in both instances were outstanding.
Case Study One: Tennessee Office of the Comptroller
When the Tennessee Office of the Comptroller decided to implement Agile, Agile training and knowledge was inconsistent across the organization. The lack of Agile engineering practices was slowing team efforts and increasing technical debt. To maximize their implementation, they partnered with The Braintrust Consulting Group.
Case Study Two: Tennessee Department of Transportation
Across the Tennessee Department of Transportation, there were obstacles directly affecting productivity, efficiency, group interoperability, coordination and communication. The major themes of challenges were as follows: transparency and visibility, workflow coordination, management and leadership, culture, roles, testing and technical debt. TDOT partnered with The Braintrust Consulting Group to identify roadblocks and maximize their Agile investment.