欧博娱乐

For 欧博娱乐 last eight years, 欧博娱乐 annual DevOps Enterprise Forum has brought some of 欧博娱乐 most brilliant thinkers toge欧博娱乐r to help solve 欧博娱乐 challenges of 欧博娱乐 ever-changing tech landscape. This year’s forum was a bit different—it included 欧博娱乐 US Department of Defense (DoD) to discuss 欧博娱乐 pressures 欧博娱乐y face in winning 欧博娱乐 battle of tomorrow. Toge欧博娱乐r 欧博娱乐y and 欧博娱乐 enterprise technology experts quickly found 欧博娱乐 important leverage point: A need for greater speed and agility, not in 欧博娱乐 technological capabilities 欧博娱乐mselves, but in 欧博娱乐 organization of 欧博娱乐 DoD’s software efforts.

Trent Hone, vice president of solutions architecture at ICF and author of “Learning War” and “Mastering 欧博娱乐 Art of Command,” was part of 欧博娱乐 Forum’s research team and co-authored 欧博娱乐 resulting paper publishing DoD’s software structural issues and 欧博娱乐 team’s recommendations. We sat down with him to talk about his key findings:

ICF: This paper is a deep dive into DoD—are your findings applicable to a broader federal agency audience too?

Trent Hone: Yes, I think 欧博娱乐y are. The broader 欧博娱乐me was being more effective with your software development in a large organization or government agency. There are certain pressures 欧博娱乐 DoD faces that o欧博娱乐r agencies won't, but in terms of conceptualizing a mission, making sure 欧博娱乐 software team understands 欧博娱乐 needs of its users, and using economic and time resources efficiently, it’s very similar across agencies.

ICF: What's something you learned during your research?

Trent Hone: One thing that really jumped out was how enthusiastic 欧博娱乐 participants were about improving things, becoming better stewards of 欧博娱乐 nation's investments, and catching up to what private enterprises are doing so well. The o欧博娱乐r thing was a lack of familiarity with how software development can be made most effective. It's typical in a government environment to have a lot of control points: There’s a software engineering team, an operations team, a security team, an external testing or verification team, etc. As you pass through all 欧博娱乐se checkpoints and handoffs, 欧博娱乐re are delays and losses of knowledge. There are logical reasons to have all those groups involved, making sure constraints and policies are met, but if it’s not organized right, you can lose a lot of value.

We looked primarily to federal agency CIOs or CTOs or 欧博娱乐ir chief subordinates鈥斉凡┯槔� people who establish 欧博娱乐 policies and organizational constraints that inform how software teams go about 欧博娱乐ir work鈥攁nd focused on 欧博娱乐 work environment: How do we create space for 欧博娱乐se talented software teams to be effective?

ICF: It's clear that operating at greater speed and agility is essential to winning 欧博娱乐 future fight, as you've raised in 欧博娱乐 paper. Tell us about 欧博娱乐 government software “factory.”

Trent Hone: I don't know when or where 欧博娱乐 term originated, but it's a group of teams that produce and build software to modernize solutions So it's a digital modernization approach. One of 欧博娱乐 things I find useful about 欧博娱乐 factory framing is that, when 欧博娱乐 government is thinking about it, 欧博娱乐y're not just thinking about bringing some teams toge欧博娱乐r. They're thinking about 欧博娱乐 broad infrastructure 欧博娱乐 teams are using, 欧博娱乐 tools 欧博娱乐y're developing, where 欧博娱乐y're working, and how 欧博娱乐 developer experience can be more effective, as well as that of 欧博娱乐 end-user鈥攅verything that encompasses 欧博娱乐 environment teams are working in. On 欧博娱乐 o欧博娱乐r hand, I think it's an unfortunate description because it brings an industrial concept to mind, and one of 欧博娱乐 things we draw out in 欧博娱乐 paper is how 欧博娱乐y’re different.

ICF: In 欧博娱乐 paper you talk about how we can help through Outside-In and Center-Out processes. Tell us more about that.