Agile is not a technology but rather an approach. As such, the barriers to adoption are not technical, they are cultural. Moving to Agile requires a complete shift in thinking from waterfall development. No longer is it feasible to set requirements at the beginning of the project and then design to those specifications, not launching until the whole system is complete. Rather, Agile works more in line with the pace of today, emphasizing constant communication to introduce change into the development process and encouraging small elements of the end solution to be released throughout the project lifecycle. Use of Agile in government has come a long way, but there is still room for improvement in how agencies meet digital goals and expectations.Continue reading →
Both of these documents define the specific roles and responsibilities of data officers and provide a framework for working with and securing data. Of course, each agency has unique requirements and missions, leaving the CDO to work out how to apply this guidance and standards to their organization.
Agencies are meeting these guidelines and integrating CDOs in different ways. The Department of Homeland Security (DHS) recently announced a department-level CDO office to better integrate data into its operations and those of other agencies. The need for this level of coordination was underscored as DHS launched a department-wide COVID-19 vaccination campaign in partnership with the Department of Veterans Affairs health centers. DHS needed to identify, contact and manage responses from workers, which meant collecting and reconciling many different datasets from across the department.
Agility has been a key attribute for success over the past year and a half. Everyone had to quickly adapt in their personal and professional lives to do things in new ways to keep business and society running. Even the great bureaucracy of government found itself pivoting and quickly changing "how it's always been done" to meet the needs of the day. This should not end with the return to what feels like pre-pandemic normal. In the form of Agile methodology, Agility will play a huge role in the government's ability to continue the fast-forwarded digital push as a result of the pandemic.
Just as government pushed agencies to try Cloud with the "Cloud First" initiative, some are suggesting the same approach for Agile. An "Agile-First" evolution would have a huge impact on IT modernization efforts, accelerating the move from legacy processes and technology to a modern digital approach. The response to COVID-19 showed that the government can move quickly in changing how they do work (across all areas of government). An Agile-first "mandate" could institutionalize that speed and make it the rule rather than the exception.
The way we look at and use databases has changed dramatically over the past several years. Starting with data center consolidation mandates and the push to Cloud First and later Cloud Smart, agencies across government have been reinventing how they use and access databases.
DevOps is making an impact on how databases are planned and managed. The continuous updates and faster releases are being applied to database management to make government more agile. It also acts to make government systems more secure. The DevOps process that introduces more automation and continuous improvement means that human-related data errors can be mitigated earlier in deployment processes. Combined with encryption, this approach of granting access to sensitive data to those with the correct permissions can also mask the data in copies of databases used for development and testing.
The potential "downside" of DevOps throughout government is the fact that application developers are being asked to double as database administrators to maintain fluidity in the process and support an agency's rapid release cycle. But, if we recognize this concept of the "accidental database administrator," we can get them the tools to succeed. Software as a Service-based application performance management (APM) is one tool that developers can use to continuously identify performance and availability issues leading to proactive reporting of matters that may be "beyond their pay grade."
With many people in a rush to put 2020 behind us, those of us in the government market can safely say we're operating like it's 2021 (not as fun as partying like it's 1999, but anything beats 2020, right?). While the rush to meet the deadline for federal government fiscal year (GFY) spending on September 30 may have felt oddly comforting in its familiarity, there are many changes happening in government acquisition and procurement to make processes more responsive to today's workforce and technology needs.
The use of automation is expanding beyond using Robotic Process Automation (RPA) to handle rote, repetitive tasks. RPA has been incredibly beneficial for freeing up the time of acquisition professionals to focus on innately human activities, rather than administrative tasks. Now, acquisition groups are going a step further and introducing Artificial Intelligence (AI) to improve processes by tapping into all of the data available in acquisition systems. For example, GSA uses an AI-enabled bot to "track, find and change Section 508 disability clauses in contracts." This helps ensure compliance, feeding updated clauses to humans for final review.
In September, the Department of Defense (DOD) issued Directive 5000.01, an update to the 5000 series instructions that focuses on the roles and responsibilities for its acquisition process in an effort to simplify the buying process. The end goal of this simplification is to get technology in the hands of the warfighter faster. Continue reading →