Our strategy and technology consultants have empowered our international clients with the knowledge and experience they need to build their own local resources and capabilities.
In facing challenges of modernization, our Middle East and North Africa clients have complex requirements that benefit from our proven experience in guiding major programs and projects for governments and private-sector organizations. The services we offer in UAE, Qatar, Saudi Arabia, Egypt, Turkey, Kuwait, Morocco, Jordan, and other regional countries build on our consulting legacy.
Our clients call upon us to work on their hardest problems—delivering effective health care, protecting warfighters and their families, keeping our national infrastructure secure, bringing into focus the traditional boundaries between consumer products and manufacturing as those boundaries blur.
Booz Allen was founded on the notion that we could help companies succeed by bringing them expert, candid advice and an outside perspective on their business. The analysis and perspective generated by that talent can be found in the case studies and thought leadership produced by our people.
Learn more about Booz Allen's diverse culture and environment of inclusion that fosters respect and opportunity for all employees.
We've come a long way delivering innovative solutions. But our next chapter is still being written.
Our 22,600 engineers, scientists, software developers, technologists, and consultants live to solve problems that matter. We’re proud of the diversity throughout our organization, from our most junior ranks to our board of directors and leadership team.
Booz Allen takes pride in a culture that encourages and rewards the many dimensions of leadership—innovative thinking, active collaboration, and personal service. We’re particularly proud of the diversity of our Leadership Team and Board of Directors, among the most diverse in corporate America today.
One government office develops and maintains the applications that support a massive procurement operation: The Technical Management Directorate manages and directs acquisitions of warfighter systems and products for 80,000 U.S. military buyers.
The problem? Its procurement technology portfolio had ballooned. The program office had inherited a large number of disparate, siloed applications that sat across many servers using incompatible technical stacks.
Booz Allen’s technology experts developed a tailored, enterprise-wide Agile software development lifecycle to tackle this massive challenge, ultimately earning the agency a 168 percent return on their investment.
To modernize, the acquisition government program office needed hardware. It needed software. It needed a full range of infrastructure engineering, design, implementation, and integration services to support its rapid software development mission.
The program’s stakeholders demanded quicker responses, more frequent delivery, the flexibility to respond to change, and more involvement with the development process.
Working with the Technical Management Directorate, our experts replaced the program office’s traditional waterfall development process, where development moves sequentially from step to step. The project plan must be set from the outset and there’s no room for change or error. We implemented a new software development lifecycle, with a tailored blend of Scrum and Department of Defense (DoD) Instruction 5000.02 software development practices.
This approach balances transparency, quality, and rapid delivery more effectively. It also incorporates user feedback throughout the development process while maintaining critical governance activities.
From launch, it took only 10 days for our team to seamlessly assume responsibility of the IT services, including transitioning five systems in the development phase.
Transforming the technology portfolio also meant guiding the program stakeholders, over the course of 6 months, to an agile mindset, in which developers work on the project design in smaller increments or sprints—reevaluating, testing, and incorporating feedback along the way.
Booz Allen deployed more than 10 development changes and 32 application-level releases, with DoD 5000 processes and reviews also incorporated, to address both security patches and changes in functional requirements to multiple applications.
The Agile software development process reduced the “requirement to deployed solution” timeline from months to weeks. The number of defects found decreased by an average of 58 percent, enabling delivery teams to respond to changing requirements quickly.
Adopting Agile reduced risk and shortened the timeline for application enhancements while ensuring 2,500 end users were trained prior to deployment.
In support of the Agile process, we also implemented an open-source cloud solution to keep licensing costs down and avoid locking in vendors. The physical server footprint was reduced by 83 percent, maintenance downtime was cut by 75 percent, and the agency reduced annual infrastructure costs by 37 percent—earning a 168-percent ROI.
Looking to modernize and transform your organization? Booz Allen’s technology experts are up to the challenge. We help government leaders think through their mission challenges strategically, developing leading digital solutions to meet them.