Resumo Teresa Takai

7/30/2019 Resumo Teresa Takai

1/10

38 bilhes de dolares/ano

long development cycle no viabiliza acesso a solues para defesa atualizadas to o se observa no dia a dia

aquisies81 meses parachalenge delivery, test e implementation

technology deliverydont fit technology today

agile developmentcultural changehardest part

33 % of technology programs canceldnot able to delivery

66% delivery late and overbudget

big IT much larger risc

DoD dont do big projects

reform effort

educate work force

overall

IT developers use technology

how to delivery in 8 months

us goverment

chief information officer

homeland security

how we implement agile development

what mean?

IT procurement

cultural and process changes

governance process

promotes Agile development

very large weapons system

doing development of DoD

smaller deliverable chuncs


2/10

find a way to have user involved during development process

for department of defense is a

it's actually a cultural change for usand so as we look at very large

0:43 well thank you Anita0:44 for inviting me today to be part of the SEI virtual forum0:49 That is an exciting opportunity for me0:52 .. because i certainly have fell for a long time having been an IT0:56 professional0:58 ... doing this kind of work four more years than i like to talk about1:02 ... the importance of agile development in terms of the delivery of1:07 IT capability ... regardless of what organization your in1:12 certainly ... many of you may know my background i started out in the1:16 automotive industry1:17 ... and in the automotive industry information technology was a key part of1:22 everything that we did not only from the stand not plane of the backroom bo

b but1:26 also in terms of the way that we did manufacturing1:29 and now having had the opportunity to work in state government and now moving1:33 on to the huge enterprise1:35 of department of defense1:37 it's really come to my awareness more and more1:40 on that1:41 information technology is not only essential to everything we do it d_o_d_1:46 but our ability to deliver that capability1:50 quickly1:51 ... and in1:52 a way that we can actually implemented into d_o_d_ is so essential

1:58 to moving us forward2:00 you know within d_o_d_ just to give you some back drop by and many of you iknow2:04 a work in large industry2:06 ... but i have over fifteen thousand networks2:10 ... we service about two million individuals2:13 about a million on the civilian side in over a million on our military side2:19 and our military folks are really distribute is all of you know across the2:23 globe2:24 so when you talk about information technology for d_o_d_2:28 we're talking much more than the backroom systems were talking about2:31 using agile development2:34 to provide capability all the way to the war fighter

2:38 regardless of where they are around the world2:41 and is all of you will recognize that information technology is an essential2:45 part2:46 of what the department of defense does2:48 to really enable all our service men and women to do what they need to do to2:53 protect the nation.2:55 Now agile development has been something that's been in discussion that d_o

_d_


3/10

2:58 for a long time3:00 ... and parts of the DoD have been using agile development3:05 but clearly the challenges that the department of defense it is facing today3:10 really brings the need for agile development3:13 into the forefront as we look at our information technology strategy going3:17 forward3:19 and why is that3:20 well first of all i don't think it's any secret3:22 that were facing significant budget pressures.3:25 You only have to pick up your local news paper to see3:29 the large cuts the department of defense is going to need to take3:33 ... really to be apart of3:35 the challenges that the government is facing overall3:39 and in order to3:40 really be able to deliver3:42 on the IT capability the budget pressures mean two things3:45 first of all it means we need to be3:47 a good custodian of our technology dollars3:51 the department of defense bands close to thirty eight3:54 billion dollars eight-year3:56 on information technology3:59 and that money needs to be used to deliver capability more quickly4:04 Secondly our customers, the military,

4:07 once delivery much faster than what we were able to do today4:12 our young men and women coming in expecting that they're going to be able4:16 to do their jobs using their smartphones,4:19 the same way that they do in their private life.4:22 and our long development cycles4:25 don't really fit4:26 with that kind of demand4:28 just to give you an example4:30 in studies that we've done are acquisition programs and methodologies4:35 to bring in information technology can take up to eighty-one (81) months tocomplete4:40 now we blame that on the acquisition process but that's not really fair4:45 on the challenge for us is that acquisition process includes everything

4:49 from4:50 define and requirements gathering4:52 through bringing on an industry partner4:54 and then to a delivery through testing4:57 to the actual implementation4:59 and clearly eighty-one months by the time that we have gone through that5:04 process5:05 the technology that were delivering5:07 doesn't really fit (IT'S OUTDATED)5:09 the needs uh... our military personnel5:13 if they don't really fit where the technology is today so the mandate for5:18 us to change it and move ...5:20 ... is enourmous now

5:23 but, as many of you know, agile development means not just up methodology5:28 it means that cultural change in so many of the ways that we do business5:33 and is that cultural change5:36 that i think it is the5:37 hardest part5:38 of what we have to do.5:41 nearly thirty three percent of our information technology programs actually5:46 end up being canceled5:48 because as we move through that eighty-one month process we realize5:53 that we're not going to be able to deliver the capability


4/10

5:56 that we had originally intended to deliver6:00 and almost sixty percent because we are now different date any large6:04 organization6:05 in terms of delivery of capability6:07 or sixty percent are late and are over budget6:11 of course the challenge with that as i always love to say is big IT projects6:15 always have6:17 a much larger risk6:18 ... over budget6:20 at under delivery6:21 and unfortunately within d_o_d_ we don't do any projects that aren't BIG6:26 so our risk in terms of being able to do that delivery6:30 is significant6:32 so what we've been doing is to really, as part of our IT acquisition reform6:38 effort6:39 look at how can we6:41 take the best practices of agile development6:45 and not only6:46 continue to educate our information technology workforce6:51 in what that means6:52 but brought in that into6:55 what does that mean from an overall DoD cultural6:58 ... aspect

7:00 in terms of making sure7:02 that IT developers can use that methodology7:06 and that's a much bigger challenge7:08 that's not just about7:09 how do you deliver in eighteen months or years increments7:13 it's about how do we change some really fundamental practices7:18 in what we do.7:20 the other thing has been great for d_o_d_7:22 is that we are part of a larger government-wide effort7:27 many of you may be familiar that the u_s_ government under7:30 ... the chief information officer up published a twenty five point IT7:36 reform plan7:37 and a part of that plan was moving to the use

7:40 of agile development methodologies7:43 and what we at d_o_d_ have done as well as other7:46 government agencies like department of homeland security7:50 and department of agroculture7:52 we've been moving too7:54 stablishing the framework and workbook if you well7:58 for how we implement agile development within our own organizations8:03 and one of things that we're doing, as part of our best practices committee,8:07 for all of the u_s_ government8:09 is to share the weight each of us is looking at agile development. So again8:15 we're not only looking at it from the d_o_d_ perspective8:17 but work hard uh... of broader look across the federal government

8:22 from an information technology perspective.8:24 And what agile development8:26 methodologies mean.8:28 But again there are some uniqueness says that d_o_d_ because of the way8:33 that we have always done IT procurement8:37 ... and the way that we've always done IT implementation.8:40 I'd like to go through some of those cultural and process changes8:45 that have been so necessary and important at d_o_d_8:51 one of them is that it's very very important for us8:54 that we have a governance process that actually promotes agile IT


5/10

9:00 development.9:01 today our acquisition process is focused on the delivery of very large9:06 weapons systems very large tangible9:10 physical things that you see at the and9:13 whether it's a radio system whether it's a weapon system9:16 we're very used to first of all doing development of a DoD specific9:21 solution9:22 and were also we used to the need9:25 to have a very rigorous requirements process up front9:28 to have a very rigorous set of processes because we are accountable for the9:33 dollars that we spend. To congress9:35 uh... as well as internally.9:38 Now unfortunately when we do with that it's very hard for us to think abouthow9:42 to break that up9:44 into smaller deliverable9:46 chunks, if you will, that are necessary9:50 and a lot of that means now9:52 that we can't simply right and sign off on requirements9:56 and then turn it over to the acquisition organization to look at delivery10:00 we have to find a way10:02 to have the user involved all the way through the development process10:07 now from any of you you'd say wow10:09 "Well, what's new about that? We do that all the time!"

10:12 But for department of defense that's not the way we've always delivered weapon10:16 systems10:17 and so making that movie into the way that we deliver information technology10:22 it's actually a cultural change for us10:25 and so as we look at very large10:27 development projects in his many of you know10:30 uh... our start actually only in the hundreds of millions but we actuallyget10:34 into10:36 a billion-dollar projects as we're looking at this10:39 thinking about how we

10:40 trunk that up and deliver it10:42 um... and actually worked at art are ongoing requirements process10:47 have the user windfall10:48 have a much stronger governance process where there's a high-level body10:53 that actually adjudicate strangers10:56 and looks at how do we manage schedule development10:59 from the risk mitigation standpoint is extremely important11:03 and i'd like to pause there because i think one of the challenges with agile11:07 development11:08 is that many times and we look at high-t_ projects11:11 we think of how do we of void risk11:14 or how do we ensure that this doesn't happen and that's the problem with t

he11:18 waterfall process that's what you're trying to solve by doing all your11:22 requirements up front11:24 at all really is i think11:26 more of a process that says11:28 how do we11:29 manage risk11:30 now how do we avoid it11:32 how do we insure that by having rigid requirements up front11:36 that were not going to have any risk as we develop and deliver


6/10

11:40 that's not what i t is about getting more11:42 what we have to look at is add to is away11:46 for us to be able to in small parts11:49 mitigate our risk11:51 make the changes that we need after a small incremented delivery and thenbe11:56 able to build on that to get to the next stages of our delivery12:02 that's tough concept it d_o_d_12:04 mean we like to think about how do we make sure12:08 there were iron-clad and we're not going to have any risk as we move into12:12 development and delivery12:13 and what were very much realizing it12:16 that's not the way to move forward12:18 the other thing is12:19 it with that process12:21 we eliminate the ability to bring in innovative technologies12:25 we eliminate the ability to bring in what industry has that may be best12:30 practices or may be good enough12:33 it might not need all of our requirements12:36 but from a cost-benefit standpoint12:38 it made him boss a solution12:41 that allows us to deliver12:42 much more quickly12:44 and turn our solutions

12:46 and perhaps that's a different way of looking at the way we deliver from what12:50 we do today12:52 but there are other areas within d_o_d_ that our challenges for office where12:56 usta prototyping12:58 but of course actual development is actually13:01 using prototyping to get to solutions and then delivering on those prototypes13:06 another area that's going to be really difficult for us to think through13:10 is we have dairy very rigid13:13 testing13:14 and accreditation

13:16 uh... at at of applications before they go into the field13:20 now you can well imagine13:22 how important that he s13:24 with our size and skull13:25 but unfortunately13:27 it doesn't necessarily lend itself13:30 to the kind of edge of development where you're delivering13:33 and then you're testing you're delivering i mean you're testing13:37 it began its risk mitigation13:39 where we have to get used to that kind of delivery13:42 rather than a single delivery where we do a full scale13:46 tested development13:47 we also have to get better

13:49 at being able to move13:50 move to standard platforms13:53 he'll agile development doesn't work if you're building from what i call today13:57 dissenter all the way up to the application14:00 we have to move to standard platforms and then will be building on top of14:05 those14:05 will be introducing innovative technology14:08 but we also don't have to test14:10 the entire sc


7/10

14:12 of the technology14:14 week only have to test the application14:17 that actually resides on that technology14:20 it also gives us away14:22 to do testing ranges14:23 in a way that we can implement our technology on those standard platforms14:28 says you can see it isn't just about the development14:32 it's very much about the way we think of our complete infrastructure14:36 and then how agile development can actually14:39 use to get these applications out14:41 much more quickly14:44 now there's also a people14:45 piece of this14:47 on as we talk about risk mitigation and looking at projects differently14:51 we always think about14:52 the developer side of agile14:55 and what it means to train our developers14:58 to actually be able to gatorade to be able to train our developers on howto15:03 actually put out these capability in smaller pieces15:07 but you know it's actually more about the users15:11 that'd is about the developers15:13 we have to get users comfortable15:15 we specified has set

15:17 uh... there15:18 out requirements15:20 in a broader context15:22 but then the able to iterate and be able to look at that capability is being15:26 delivered15:27 and make that distinction between15:30 what did i15:31 think i wanted15:32 wanted from an absolute standpoint to what's brooded naf15:36 for me to get to delivery15:38 how do i trade-off that rapid livery15:42 versus the requirements that i thought that i wanted in the big canning

15:46 and that is the ability to the judicata those kinds of things15:50 with senior-level management in some cases15:53 where they need to be involved15:55 in their risk reward decision process15:58 so it's much more then16:00 training developers as much more16:03 of round bringing customers and users in16:06 looking at the risk aversion methodologies and saying no no this is16:11 about mitigating16:12 and then being able to get people to say16:14 yes this is good enough for this increment and now i'm going to take what16:18 i've learned16:19 to look at what i need for my next level of requirements

16:23 and that's a huge challenge in terms of the way were you still developing16:27 software today16:30 lastly it really means that we are going to need to develop16:34 collaboration platforms16:36 you know we're very used to getting people in our room16:40 ahmed having meetings in order to have that discussion16:44 and now we have so many tools16:46 to be able to do that collaboration16:49 to be able to create repositories and libraries of functionality aunt thatwe


8/10

16:54 can all share and use and will have to get more use of that16:59 for those of you that our software developers i think you on now17:02 but it's a great to develop software and it's great to be the inventor inthe17:06 innovator of your software17:08 but we have to get much more used to putting together piece parts17:12 bitter developed by others17:14 looking at how we can't put those together17:18 uh... and that's really what the open-source revolution is done for us17:22 it's really helped us to get to that17:24 but within deal with the17:26 that's still a bit of a challenge for all us we're very used to having unique17:30 solutions and we really need it start to move much more17:34 to not only how do we share with each other17:37 across uh... over two hundred thousand i'd t individuals with candiotti17:42 but also how do we make use of the best practices in industry17:46 how do we make use of open sewers capability17:50 in a way that's very different from what we've done before17:54 another area17:55 that pricing is extremely important for d_o_d_17:58 as we move into agile development is our contracting process18:03 the way that we do acquisition today again is based on18:08 the way that we have always pretoria our weapons systems

18:12 and it's based on on processes18:15 again that are very defined and very rigid18:18 and it's interesting because as i've worked with our acquisition technology18:22 and logistics organization18:24 who set the parameters for are acquisition18:28 they actually have allot a flexibility in what we call our d_o_d_ five thousand18:33 our beloved d_o_d_ five thousand which is our acquisition process18:38 and there's a lot of flexibility within that18:41 um... to be able to do actual development18:44 but the challenges that are acquisition professionals and i t professionals

18:48 don't necessarily know how-to with in the process that we have implement agile18:55 technology18:56 that's one of the reasons why18:58 we're developing a workbook19:01 uh... that actually will educate all righty professionals as well azar19:05 acquisition professionals19:07 on how they work with in the process we have today but move toward agile19:12 development19:13 and we've been very pleased to have the software engineering institute19:16 be a major advisor to boss as we move that forward19:20 because it's important that were not only thinking about it from the19:24 standpoint of what we do it d_o_d_

19:26 but were also bringing in that outside expertise19:30 to look at our particular sick situation19:33 the particular way that we have to do things and we have some statutory19:37 requirements that we have to meet but even with in the legislative19:41 requirements even within the rigid process that we have19:45 we can bring in m_c_i_19:47 they can take a look at the way that we're doing things and make19:50 recommendations19:51 for how it fits with industry best practice19:55 and i think that's something that's been a lessons learned for aunts


9/10

19:58 in terms of opening our aperture20:00 and being able to work much more closely with others in the industry and also on20:06 obviously in the academic setting which has been terrific for us20:10 now i don't mean to imply20:12 um... by this discussion that we aren't doing axle development in some areas20:16 we are really doing agile development and it's been very very very successful20:22 um... we have several projects that the air force has been working on20:26 that have really developed capability to move into the field20:30 very very rapidly20:31 are global combat support system20:34 uh... which has been developed by a department of information20:37 um... technology has really been able to20:40 moved that capability into the field20:44 it eighteen-month increments20:46 and it's been built on20:47 a standard platform that we've been able to use and only for development but also20:52 for the testing of capability20:55 uh... that i mentioned before20:57 couple in the air force's projects20:59 the joint mission planning system

21:01 uh... has been a major success in getting capability out uh... bar21:06 integrated strategic planning and analysis network has been another that21:09 the air force is developed21:11 and there are numerous other areas where we've been able to do actual development21:16 and now what we have to do21:18 is to take21:19 those examples of agile development and get them into the mainstream so that21:24 they're more21:25 the normal way that we do development21:28 as opposed to being in pockets21:30 uh... in those areas where of those organizations have taken really really

21:35 innovative approaches21:38 so with that again i think it's been a terrific opportunity for me21:42 uh... to really be a part of the virtual forum21:45 i think it having a virtual for a minute of itself is a great message21:50 uh... around the way that we can collaborate in the way we can all look21:54 at doing uh... development much more rapidly21:57 abut again for our sit d_o_d_22:00 the important thing is at this isn't only about doing software development22:07 on it's not about doing it more cheaply22:10 but it's about delivering22:12 capability22:13 and for us capability means the number of things22:16 first of all as many of you curtis talk about

22:19 being able to deliver our capability in a way it is secure22:24 is becoming increasingly important for us22:27 the challenges that we face from a cyber security perspective22:32 are daunting22:33 and they are growing22:35 every everyday22:36 and sell our ability deliver art capability quickly22:40 also means that we can deliver the capability to be able to secure our22:45 networks22:46 to be able to secure are applications


10/10

22:49 but more importantly all of this means22:52 that we can get22:53 capability into the hands of the men and women22:58 who service and protect us23:01 every single day23:02 and that's something that's for most in are mine at department of defense23:07 and it's really where we as i t professionals23:11 we only have a requirement to make sure23:14 that we're doing our jobs in a way23:17 they like the men and women out there do their jobs to protect the nation

Documents

Resumo Teresa Takai