We've covered how government procurement is evolving to meet the way agencies implement and consume technology. From agencies' use of public cloud platforms to agile development methodologies, old acquisition methods are unable to keep up with the pace and process required by modernization and digital transformation goals across government. In fact, the Modernizing Government Technology (MGT) Act was implemented to allocate funds specifically for the update of legacy IT systems to help agencies improve service delivery to the public, secure sensitive data and systems, and increase efficiency. To meet these mandates, procurement processes and technology have to change to be more in tune with the digital transformations happening at the operational level.
As government agencies look to respond to modernization calls from the executive branch as well as citizens at large, agile and DevOps practices are being employed to help speed time to "market" with new applications. A report issued in early 2019 found that sixty-nine percent of respondents said that their organizations are piloting agile, if not partially or fully adopting it. But, the same report also saw a significant percentage of respondents say that agile met their expectations "less than expected" and "much less than expected." So, if agile is seeing an uptick in use, why is it not meeting expectations?
The issue may lie heavily in training and understanding. Agile is not just a new process; it's a new mindset. It requires a new organizational structure that is a departure from the traditional command and control hierarchy of government. Agile teams are relatively flat with everyone holding interconnected and equally important roles. There's not only a logistical change that needs to happen in terms of org charts and structures, but also a cultural shift to a collaboration-driven rather than command-driven environment.
To begin really seeing the benefits of adaptability, speed, and cost efficiencies agile promises, people need to be trained not only on the process but on the softer skills of communication and collaboration that power the process. We've pulled together a collection of upcoming events that may help. Continue reading
For those of us in the government market, October is the time to break out the Happy New Year noisemakers and celebrate the new government fiscal year (GFY). Each August and September is a frantic race for agencies to spend their remaining budget, which poses opportunity but a lot of hard work for the vendors that want to earn some of this end-of-year shopping spree money. In recent years, the turning of the new fiscal year has also meant uncertainty. From shut downs to continuing resolutions, the switch from one year to the next has not been as smooth as flipping a calendar page.
A group of senators has come forth to raise concerns about this annual end-of-year frenzy. A recent report found that the last week of the fiscal year accounts for 12.3 percent of spending [on IT]. Numerous other reports over the years have found similar statistics. In 2017 this equated to $11 billion in the final week of the year -- almost five times more than the average weekly spending for that year. This spending happens because agencies are afraid if they do not use all the money they are allocated, their budgets will go down in the future. This group of senators, as well as others in government, are looking at options for reforming the system to eliminate the potential waste resulting from this fast spending. Continue reading
With the Bipartisan Budget Act (BBA) of 2018 passing in February, the defense discretionary funding cap was increased by $80 billion in FY2018 and $85 billion in FY2019. The DoD now has over $700 billion in their budget. This type of legislation is not unprecedented with BBAs issued in 2013 and 2015. However, the 2018 deal does stand out in terms of the amount of money added to funding caps.
So what are defense agencies doing with this influx of federal dollars? According to research from Market Connections, two thirds of Defense decision makers say that money will go toward projects that have been stalled due to budget disagreements and continuing resolutions. This means that agencies are not necessarily investing in net new work, rather using the influx to put existing plans and programs into action. Those projects getting the kick start range widely, with a large portion involving cybersecurity, modernization initiatives, and training. Continue reading
There's a huge buzz and movement about opening up government. There are three phrases that are used frequently in relation to openness in government but each mean something a bit different.[Tweet "The focus on openness is changing the way IT is designed, developed, and implemented. #GovEventsBlog"]
- Open Government - This is a core tenant of our democracy, the belief that citizens have the right to access the documents and proceedings of the government to allow for effective public oversight. While this has always been a practice of government (via the Freedom of Information Act), with the move to digital records the way people want to receive and the way the government can share information has changed dramatically.
- Open Data - This is data that can be freely used, re-used and redistributed by anyone. Much of the information the government holds should be open data, but giving people the access they require has been a stumbling block to open government.
- Open Source - This is the technical piece of the "open" puzzle. Open Source is software for which the code is made freely available and may be used and changed. Open Source solutions allow people to not only get at the data but also work with that data in new ways.