Scrum-team years give program teams, budgeting, procurement, and oversight a common currency of understanding.
When an agency principal lacks the knowledge to understand and control major software projects, they are handing their control of the agency to some consulting firm’s project manager.
When writing about Agile software development, I always capitalize the word. This isn’t an affectation, but instead an effort to communicate an important distinction.
An Agile vendor team cannot be successful unless the agency has prepared for them.
It’s a tar pit, a way to pay for extensive renovations to software that you do not own, and now feel that you cannot leave, because the sunk cost fallacy is real.
When presented with a disastrous, multi-year, failing, mission-critical software project, a governor will double down on the failing strategy. Here’s why.
Excel shouldn’t serve as load-bearing infrastructure. Its files can’t be diffed, version controlled, or tested. Virginia’s failure shows the cost of doing so.
You’ve got to feel for Francis M. Wilhoit. He’s most remembered for one, brief quote…which he never wrote.
Major government software procurements fail at a high rate. There are a lot of methods of reducing the odds of failure, but how do you know if that’s necessary? Developers talk about “code smells”—small things that are off in ways that indicate that there may be larger problems. So, too, are there procurement smells—the little …
There’s a big disconnect between modern software development practices and government contracting. It can seem intractable, but there is a solution. It’s the job of contracting officers to get government the best value for their money. That means being sure that they’ll get precisely what they need, within budget and on time. Normally, the best …