Overseeing software project requires replacing memos with demos. Doing that for a few projects is one thing, but a different approach entirely is required to scale that up.
Agencies can ward off lousy software developers and attract better ones by owning copyright, publishing open source, and issuing smaller contracts.
There are some enormously compelling arguments in favor of agencies preemptively publishing source code, which results in reduced cost, increased trust, and higher-quality results.
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.