Transforming an Interactive Map into an All-In-One User-Friendly Database


As the Application Development and Support (ADS) team, part of a Department of Energy (DOE) office, continued to detach itself from the New Development and Operations and Maintenance (O&M) teams, the need for a user-friendly map arose. With their focus directed toward the transition, Edgewater seized the opportunity to provide the client with a modernized DOE Covered Solutions database that exceeded expectations. 

Capitalizing on Cloud for Cost-Savings


As part of a cost-saving effort, the Department of Energy (DOE) decided to close all onsite data centers and transfer that information to the cloud. This challenge was daunting, as these systems impact over 14,000 DOE employees and contractors, as well as the supporting databases and interface partners. 

How Effective Process Creation and Multi-Office Collaboration Tackled FISMA Reporting


The Federal Lead responsible for all cyber-related reporting tasks for the Department of Energy (DOE) Office of the Chief Information Officer (CIO) was on detail during the Annual Federal Information Security Modernization Act (FISMA) submission period. This required the Edgewater team to take the lead for all tasks, including coordinating between offices (OIG, EA, IM-20, IM-30, IM-40, IM-50, and IM-1) and working with CIO leadership on status and submission.  

Implementation of Agile Methodologies


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.