Page 58 - FCW, March/April 2018

GUEST COLUMN
Four Aspects of a Modern Software Factory
• Agility: Forgo the waterfall approach for one that is more exible and enables failure and xes throughout the process, not after deployment.
• Automation: Make task completion repeatable and rapid to free resources and unclog bottlenecks.
• Maximize application performance and insight: Moni- tor continuously to ensure decisions and technical changes can be made on-the- y with real data.
• Security: Build security into applications from the start to protect both your agency and its customers.
LEVERAGING SOFTWARE FOR BETTER AGILITY
Software Enables Innovation
By creating a Modern Software Factory within their IT department, agencies can make the most of what they have while innovating and modernizing.
CA Technologies
As policymakers in Washington continue
to debate information technology strategy, IT professionals in federal agencies need to be ready to put it all
into place to better serve the agency’s objectives and the public interest. After all, public policy on technology is really about having the tools to deliver on
IT priorities, turning ideas into results, and making abstract concepts a reality. This often means innovating at record speeds; but not necessarily with record funding.
The government IT community must hone its ability to anticipate change, innovate quickly, and focus on the end-user. As a result, agencies need to look at ways
to use what they have in new ways—and the most important thing they have is information. The trick is to leverage the right tools to make the most of that information.
One way to do that is by adopting elements of what CA Technologies calls the Modern Software Factory. People drive
innovation: The federal IT professionals and the information technology community that supports them. Today, this innovation is both accelerated and greatly enhanced by building a modern software factory within their enterprise.
There are four key components to the Modern Software
Factory. The rst is agility, or the ability to make use of agile approaches at scale. After all, the government has a customer base of 350 million people (domestically). That means not only adding agility to processes, but also having a platform that is transformative. This can help drive a cultural shift from the
Bruce Triner
Vice President, Federal
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