What’s the key to successful software development and operations in the federal government? Is it advanced technology, like cloud, microservices, and containers? Or does the key lie in modern methods, such as agile, DevSecOps, and user-centered design? How important is organizational and team culture, and how people collaborate?
Actually, none of those is the key to success. Or rather, they all are—when brought together as a cohesive package. Government organizations today tend to focus on just one or two elements when developing software—usually methods and technology, rather than culture. But experience across government has shown that all three elements must be present, or the project will likely fail to deliver on mission needs.
