June 2016

The Hidden Agility in Government IT
Event Details

ABSTRACT: Whether your preference is Waterfall or Agile, there are characteristics individual to both that have the power to make projects successful. But often times, supplier and recipient must have congruency on organizational structure, IT methodology, culture, procurement policies, etc. that helps to dictate which one, and only one, of these development styles can be successful. Let’s say, for example, there is a progressive, high-energy supplier that would like to help an established, bureaucratic, huge, and “typical” government agency… Waterfall it is, no questions asked, right? Wrong! Let’s explore a recent case study where we turned a very typical government procurement (fixed price, fixed scope, fixed timeline), large-scale implementation into an Agile-based, call it “Hybrid Waterfall”, success story.


Troy HenryTroy Henry is a dynamic leader with over fifteen years of deep experience in managing large-scale initiatives for major Financial Services, Telecommunications, and Public Service organizations, ranging from development and implementation to testing and delivery. He has proficiency in all aspects of large-scale IT projects. This includes managing transformational programs, and identifying revenue generation and cost reductions, enterprise performance improvements, and overall business and IT process efficiencies.

Chris SnyderChris Snyder is a Solution Architect with over 20 years of hands-on experience in leading large-scale technology implementations, application architecture, and the development of customer-oriented solutions in the CRM space. His recent projects include a multi-channel contact center implementation for VDOT, as well as acting as Solution Architect for heavy-customization, multi-year CRM projects for Fortune 50 financial services companies and several government organizations.


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