Solutions for the public sector need to be more than just smart—they require agility if you want to keep pace with new demands, legislation, and the increased scale of public sector projects. By definition, “agility” is the capacity to think and act quickly. Iterative development infuses agencies with the ability to “turn on a dime,” a necessary skill in an environment that is constantly evolving.
What if new legislation forces change on an organization? What if funding is cut and the organization is scrambling to stay on track? Solutions need to be highly adaptable, but organizations themselves also need the ability to change and adapt as quickly as their technology does. Surprisingly, it is often not the technology that is the biggest obstacle. It is how effectively change is managed within an organization that dictates which projects will be successful.
Develop More Than Buy-In, Create Ownership
Agility and change management go hand in hand, starting with the Sprint “0” discovery process. Enterprise projects sometimes fail because people do not understand the need for change. Discovery means that the people involved in the project are providing input on why the project is happening, how it should work to be successful, and what the ideal outcomes are. This helps stakeholders understand the need for change and become invested in the project.
The agile scrum model is founded in transparency and complete clarity about what is being done, who is doing it, and when it will be delivered. This helps to ensure that employees stay proficient and productive while encouraging them to take advantage of new technology and systems quickly. This transparency in the change management process leads to increased engagement from stakeholders who are empowered to collaborate and learn throughout the process.
Everyone knows that change is constant. It is still a struggle for many organizations to actually manage the organizational changes to maximize productivity, particularly as more federal agencies are choosing to fund value streams in lieu of specific projects. ”By funding value streams instead of specific projects, federal agencies are giving themselves the flexibility to react to changing priorities,” says Jake Gmerek, subject matter expert, public sector at Acumen Solutions. “This flexibility means that solutions are being delivered faster than ever before and the change management practices must adapt to meet the pace of innovation,” Gmerek further states. As the pace of new legislation quickens and digital transformations in the public sector increase in scale, agile development and change management are critical to success. By developing and managing change iteratively with complete transparency, organizations can maximize the benefits of new technologies while also mitigating the risk of employee churn, operational disruption, and poor user adoption.