In today’s fast-paced organizational environments, coordinating programs and projects requires widespread, comprehensive alignment. Our team builds partnerships between IT and business leadership, enabling everyone to drive forward toward the same goals- program execution and a successful outcome.
Our experienced consultants provide program and project management support for mission-critical initiatives that affect the directions of entire organizations. We utilize industry standard and best practice approaches for managing federal government programs with a heavy emphasis on communication, teamwork, scheduling, cost control and joint accountability.
In short, we help federal organizations to plan and carry out hugely successful technology initiatives.
Project Planning, Definition and Management
Project Management and Delivery
PMO Implementation and Operation
Earned Value Management
Earned Value Management
The Challenge: The Federal Government, specifically the General Services Administration (GSA) mandated the use of a Government-Wide Travel System to implement a standardized/ effective travel system for all agencies to use that complied with all Federal Government travel policies and promoted online travel efficiencies. Edgewater was tasked to assist the Department of Energy (DOE) with their migration of its existing enterprise travel system to the latest E-Government Travel System (ETS).
The Solution: Edgewater provided functional and technical expertise to support the successful migration and implementation of ETS1 (GOVTRIP). The same Edgewater resources also supported the migration to ETS2 (CONCUR), which included data migration, user training, and on-going tier 1 and tier 2 travel help desk support.
The Outcome: Successful migration and implementation of CONCUR at DOE for over 12,000 users in 27 program/staff offices and 14 field offices.
Thank you for all you have done. Your attentiveness to the Office of the Secretary over the years is an example of your strong commitment to excellence and accuracy to keep the travel for the Department running smoothly.
- Senior Level Travel Coordinator
The Challenge: Edgewater’s federal client was faced with infrastructure technology that was not meeting business demand, was causing unproductive downtime for users and missed deadlines for critical deliverables. The infrastructure issue also impeded progress of several development/ modernization projects, resulting is missed “go live” schedules. In addition, with many stakeholders and 3rd parties effected, the client was having trouble managing operations to achieve the desired results.
The Solution: The Edgewater team took a leadership position on the program and established a cross-team plan to identify and prioritize the issues and identified the steps to mitigate them. This involved bringing in network management and monitoring tools to monitor performance and provide alerts as well as establish an approach for mitigation. The solution involved setting up a process for communication including regular team reviews to track results and ensure issue resolution.
The Outcome: As the direct result of Edgewater’s leadership the performance of the modernized system quickly began to increase resulting in user satisfaction/acceptance and on-time deliverables. The ongoing usage of monitoring tools and performance alerts allowed the team to proactively address potential issues in a timely manner and significantly reduced system downtime. Data integrations, which previously could take hours, became more efficient as to take minutes, and in some cases only seconds. As a result of Edgewater’s ability to lead/guide the group of contractors from multiple contracts through the successful resolution of the performance issues, the client asked for dedicated Edgewater leadership for the matrixed team.
Edgewater leaders are solution based; they don’t get caught up in who caused the issue.”
- Federal Team Lead
The Challenge: Due to a mandate from the Security Executive Agent, federal agencies were required to enroll their cleared population into a “continuous” evaluation system provided by the federal government. The deadline for 100% enrollment of the federal cleared population by January 1, 2021, created a significant challenge for the Department of Energy (DOE). Our DOE client chose the ODNI CES as their provider and partner for this mandated service and Edgewater was tasked to complete the conversion.
The Solution: Edgewater began working with the ODNI technical team in January 2019 and used a phased approach to establish a plan for the migration of the cleared resources to the new system. This included designing and developing technology solutions to assist in both data and process migration- as well as quality checkpoints to ensure the process went smoothly. This system allowed DOE adjudicative sites to perform “deferred” periodic investigations, thus saving time and money for the department. It supports DOE’s posture in moving toward “continuous vetting” (CV) under the new “Trusted Workforce 2.0” counterintelligence strategy for personnel security across the government.
The Outcome: In November of 2019, DOE reached 100% enrollment, with over 90,000 active clearance holders enrolled. DOE was the first of 29 departments/agencies, who have opted-in to use the ODNI system, to reach 100% enrollment. With the completion of the first phase, Edgewater then moved to un-enrolling clearance holders further increasing compliance with security and clearance mandates. The client was very pleased with the results and requested Edgewater to continue the enrollment process for the life of the contract.
The Challenge: Historically, the Environment, Health, Safety and Security Associate Undersecretary (EHSS/AU) Web Database Systems Reporting Database System (RDS/WDS) development and support teams were not using a structured methodology for development and support of software applications. Federal managers tasked individual developers as needed without ever considering the “big picture” or any type of structured backlog. Priorities changed daily, resulting in a lot of churn and a significant loss of productivity. The thrashing caused by conflicting priorities and unreasonable deadlines resulted in low staff morale. After being awarded the contract and discovering the current state, the Edgewater team determined the need to institute processes for intake and prioritization of work, coupled with a rigorous development and release methodologies in order to promote improved software development while simultaneously greatly increasing transparency for stakeholders.
The Solution: Edgewater instituted Agile processes and worked with the customers on training, adoption and utilization of the revised methodology. Edgewater took a two-pronged Agile approach to the problem: The use of Kanban for software maintenance and the use of Scrum for new software development. Kanban provided complete transparency into the effort and prioritization of all maintenance tasks as well as a mature process for time-boxing and reporting on those tasks while Scrum allowed the team to establish and manage a backlog and measure velocity in 2-3 week Sprints.
The Outcome: The outcomes of establishing a software development methodology using Agile were significant. Vastly improved transparency and constant communication and feedback loops between developers and stakeholders helped avoid any surprises in terms of delivery dates and changing requirements. The resulting applications were so well-received that the client requested additional Scrum Training for stakeholders of upcoming projects and now champions the approach for all software development