This post was originally published on the 18F blog. It is the first in a series that will share effective and efficient ways to manage software development, even if one doesn’t have a background in software engineering. As custom software development becomes integral to accomplishing any program’s mission, many managers in government find themselves faced with handling the unfamiliar: overseeing the design and implementation of a digital product that is functional, user-friendly, and necessary for realizing your program’s mission.
Ask most government employees their Myers-Briggs Type Indicator® and they can rattle off their results. But if you ask a government employee about their conflict style, it’s much less likely they can talk about their tendencies and predilections around tension. Conflict is inevitable in the workplace, but is conflict something your product team proactively talks about? Building empathy towards users is always a part of the UX process, but it’s not always common practice to build empathy towards our teammates.
One of the biggest challenges in implementing a new technology or process is change. Change creates a multitude of feelings; for some it is apprehension and uncertainty, while for others it is excitement and acceptance. Change management is defined as “a systematic approach to dealing with change, both from the perspective of an organization and the individual.” Creating a Culture of Change Change agents are people willing to push for enhancement.
The concepts of agile may not be new, but there is a renewed push across government to embrace this customer-feedback driven methodology, in everything from software development to project management. A government community has even sprung up to help feds learn from one another what it takes to incorporate agile into more efficient and effective government services. So this month we’re throwing the spotlight on what agile looks like in the federal government right now: