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_posts/2018-07-12-the-case-for-open-source-software.md

@@ -22,10 +22,10 @@ computing (HPC) center to advance science and technology. Our software
 developers produce millions of lines of code every year to support these
 goals.
 
-<div class="testimonial-blockquote">
+<blockquote class="testimonial-blockquote">
   Our large collection of software is a precious Laboratory asset, one that benefits both Lawrence Livermore and other national laboratories, and in many cases, the public at large.
     <span>- Bruce Hendrickson, LLNL's Associate Director for Computation </span>
-</div>
+</blockquote>
 
 Much of our software portfolio is open source. We began releasing
 software in the 1990s — long before the [Federal Source Code
@@ -61,14 +61,14 @@ their goals and make the most of external resources. We can share
 projects and avoid redundancies. (After all, not everyone can build and
 support their own football field–sized supercomputing facilities.)
 
-<div class="testimonial-blockquote">
+<blockquote class="testimonial-blockquote">
   With open source software [OSS], we are in control and can develop quickly and efficiently. It gives us the freedom to choose the best
   computer hardware instead of being locked into one company’s hardware
   solution. OSS is not for every organization, but for an organization
   like LLNL, whose job is to build innovative solutions for national
   security, OSS has been an essential tool.
     <span>- Terri Quinn, LLNL’s Advanced Simulation and Computing Program leader</span>
-</div>
+</blockquote>
 
 For example, we’re developing open source tools with the NNSA’s
 [Advanced Simulation and Computing Program](https://www.exascaleproject.org/more-on-the-software-that-underpins-the-exascale-computing-project/) to make HPC codes portable to next-generation architectures. The DOE’s [Exascale Computing Project](https://www.exascaleproject.org/) depends on open source technology to share work among participating institutions, including LLNL and other national labs.
@@ -90,14 +90,14 @@ well, and it works well because users actively participate in its
 development. It’s cost-effective, too: We improve the quality and
 portability of our software when users are willing to test it for free.
 
-<div class="testimonial-blockquote">
+<blockquote class="testimonial-blockquote">
   [Livermore Computing] has contributed software and leadership to the
   HPC community since before it was called HPC. Our developers consider
   the broader ecosystem, not just particular tools. Our original
   production tools for managing and using Linux clusters have been in
   use since we stood up our very first clusters.
     <span>- Becky Springmeyer, LLNL’s Livermore Computing division leader</span>
-</div>
+</blockquote>
 
 Open source software also demonstrates a developer’s skills. Just as a
 scientist can publish research papers, a software developer can release
@@ -142,7 +142,7 @@ activities around the Lab, like hackathons, that nurture open source
 development. Management’s buy-in is essential, plus it’s great for
 morale.
 
-<div class="testimonial-blockquote">
+<blockquote class="testimonial-blockquote">
   Open source software not only reduces barriers to collaboration and
   helps reduce duplication of effort, but it helps establish the
   reputation of individuals, organizations, and entire nations as
@@ -151,7 +151,7 @@ morale.
   source solutions, and LLNL is major contributor to that ecosystem.
     <span>- Rob Neely, LLNL’s Exascale Computing Project software delivery and
     ecosystem leader</span>
-</div>
+</blockquote>
 
 Another challenge is finding the sweet spot within an institution’s
 release policy. The ideal release policy acknowledges that open source

_posts/2018-08-07-how-login-used-evidence-based-buying.md

@@ -131,10 +131,10 @@ mask, using a photo of a person, using software to manipulate images and
 video, or working around the limits of different sensors and the
 differences between capturing still photos vs videos.
 
-<div class="testimonial-blockquote">
+<blockquote class="testimonial-blockquote">
   Finding the right solution is a mixture of technology, policy, and operational factors. IARPA welcomes collaboration with GSA and others. Working together as a collective government team we are able to ensure effective, safe, and user friendly solutions for the American people.
   <span>- Dr. Chris Boehnen, Senior Program Manager, IARPA </span>
-  </div>
+</blockquote>
 
 The other partner, the **National Institute of Standards and Technology**, runs an ongoing program called the [Facial Recognition
 Vendor Test

_posts/2019-02-07-the-cloud-is-not-a-virtue.md

@@ -20,10 +20,10 @@ Despite this pressure, [under half of government organizations are actively usin
 When agencies *do* make the move, it is **too often about checking a box rather than using cloud in a way that meets NIST’s definition of
 cloud.** Recognizing this shortfall, the Federal Chief Information Officer has sought to reframe cloud migration to highlight desired outcomes.
 
-<div class="testimonial-blockquote">
+<blockquote class="testimonial-blockquote">
   “A cloud migration strategy should not be considered a question of who owns the computing resources, data, and facility, but rather can this solution improve service delivery to citizens. Evaluating specific capabilities of services, such as automatic scalability, is useful when evaluating solutions, rather than just considering if an application is “cloud” or not.”
   <span>- From Cloud First to Cloud Smart </span>
-  </div>
+</blockquote>
 
 The cloud is not a virtue. Saying you are “in the cloud” is not the
 point. Cloud is really about improving your agency’s ability to adapt to

_posts/2019-03-07-six-ways-we-improved-tts-design-research-guild.md

@@ -12,10 +12,10 @@ brainstorming ways to better position itself for success. In this post,
 we’ll share the six ways we’ve recently worked to improve the guild."
 ---
 
-<div class="testimonial-blockquote">
+<blockquote class="testimonial-blockquote">
   Communities of practice are groups of people who share a concern or a passion for something they do and learn how to do it better as they interact regularly.
     <span>- Etienne Wenger-Trayner and Beverly Wenger-Trayner</span>
-</div>
+</blockquote>
 
 The [TTS Research Guild](https://github.com/18F/g-research) is a
 GSA-local community of practice for design researchers and

_posts/2019-03-19-18F-5-Anniversary-achieve.md

@@ -55,15 +55,15 @@ We know we’ve done our job right when a partner doesn’t need us anymore. Ove
 Alex Palmer, the staff director and chief information officer at the
 FEC, had this to say about us:
 
-<div class="testimonial-blockquote">
+<blockquote class="testimonial-blockquote">
 We engaged with 18F, and it was a game-changer for us. They came in and helped the IT team and business owners get involved in the agile development process. It changed our whole methodology. Now, it’s not just IT; it’s educating the entire staff on the agile methodology. Agile doesn’t just apply to IT, but also [to] business.
-  </div>
+</blockquote>
 
 The Forest Service, another long-term partner, shared similar thoughts:
 
-<div class="testimonial-blockquote">
+<blockquote class="testimonial-blockquote">
 Selling permits just is part of the story. We are learning how to position the agency for the future.
-  </div>
+</blockquote>
 
 But it doesn’t take years, or a multi-phase project, before agencies start seeing a return on their investment from 18F. For example, one partner came to us last year with a massive time management problem — workflows that involved staff processing thousands of emails for 10
 hours per day. Within a **single eight-week engagement**, we were able to identify the root cause of the problem and propose new ways of working. Now, instead of 1,000 emails a day, the team gets 50; instead of spending 10 hours a day processing, they can focus on fulfilling their mission.

_posts/2019-04-09-why-we-love-modular-contracting.md

@@ -38,9 +38,9 @@ Those managing longer contracts struggle to account for inevitable
 changes in leadership, legislative and other policy constraints or
 emerging technologies. In contrast, the vast majority of larger projects are over budget or failing. The Standish Group found that:
 
-<div class="testimonial-blockquote">
+<blockquote class="testimonial-blockquote">
 Of 3,555 projects from 2003 to 2012 that had labor costs of at least $10 million, only 6.4% were successful. The Standish data showed that 52% of the large projects were “challenged,” meaning they were over budget, behind schedule or didn’t meet user expectations. The remaining 41.4% were failures — they were either abandoned or started anew from scratch.
-  </div>
+</blockquote>
 
 Managing many smaller contracts increases administrative burden. It
 requires a dedicated program management team to “connect the dots” and coordinate various teams under their direction. While this may seem like more work up-front, it allows the program office to intervene earlier, and be more flexible. Many offices across government could benefit from shifting their mindset and requiring training to handle this type of managerial complexity.

_posts/2020-02-06-even-with-a-design-system-you-still-need-a-designer.md

@@ -55,9 +55,9 @@ It can be tempting to jump right into building something new when patterns and c
 won't solve every problem outright. This is why [USWDS guides new users](https://designsystem.digital.gov/maturity-model/) to integrate user-centered design principles and follow UX and user research guidance before implementing any specific USWDS patterns.
 
 Cathy Dutton explains this more in her article “The Problem with Patterns.”
-<div class="testimonial-blockquote">
+<blockquote class="testimonial-blockquote">
 Having a library of design components can sometimes give the impression that all the design work has been completed… Although patterns do help teams hesitate less and build things in shorter amounts of time, it is how and why a group of patterns and components are stitched together that results in great design.
-  </div>
+</blockquote>
 
 USWDS and other design systems give flexibility so teams can build the right solution for users, but there are still plenty of design decisions that teams need to make to be successful.
 

_posts/2020-04-09-18f-help-during-critical-times.md

@@ -27,15 +27,15 @@ As a team of government employees, [18F’s mission](https://18f.gsa.gov/about/)
 
 Since 2014, [18F has partnered with federal, state, and local governments](https://18f.gsa.gov/our-work/#some-agencies-weve-worked-with) to improve the technology and processes that help ensure families receive the food, housing, and healthcare assistance they need. Over the past 6 years, we’ve worked on eligibility systems, application forms, grant and procurement processes, treatment finders, and more. We have helped our agency partners modernize mainframe backend systems, build and buy new modular pieces, and navigate the grey area in between.
 
-<div class="testimonial-blockquote">
+<blockquote class="testimonial-blockquote">
 Our experience with 18F has been unique, and uniquely effective. They have helped us learn agile development as members of our team. The daily standups have really helped us form a close working relationship with them. They have introduced us to new tools that I expect we will continue to use when our work with them is completed.
   <span>- Monica Windom, Director Division of Public Assistance, State of Alaska</span>
-</div>
+</blockquote>
 
-<div class="testimonial-blockquote">
+<blockquote class="testimonial-blockquote">
 It’s a mind-bending conversation when we can show that deploying changes to production can be done and tested within minutes rather than days or weeks. We’ve leveraged human-centered design and research to take a product from concept to reality – and now we’ve shipped, tested, and are continuing to refine the eAPD to meet user needs and deliver value early and often.
   <span>- Jerome Lee, Centers for Medicare and Medicaid Services</span>
-</div>
+</blockquote>
 
 ## United we stand
 

_posts/2020-06-03-making-critical-government-information-more-resilient.md

@@ -17,11 +17,11 @@ excerpt: A roundup of steps that federal agencies, and other government
   serve information more efficiently to the people that need it
 ---
 
-<div class="testimonial-blockquote">
+<blockquote class="testimonial-blockquote">
   Agencies are encouraged to update their .gov websites to the greatest extent practicable to provide agency service delivery information to Federal Government consumers and to direct Federal Government consumers to the appropriate digital and telephonic resources to obtain needed services.
     <span>- OMB Memorandum M-20-19: Harnessing Technology to Support Mission Continuity
 </span>
-</div>
+</blockquote>
 
 It’s important for government agencies to provide easy access for citizens to critical information online.This is even more imperative during a crisis. The increased demand for critical information on government websites can place an additional load on the infrastructure supporting these sites, which are too often not engineered to handle the increased load efficiently.
 

_posts/2021-03-31-18f-public-benefits-portfolio-reflects-on-the-last-year.md

@@ -39,15 +39,15 @@ Today, **our CMS partners have an established design research practice in place,
 
 ![A screenshot of the Alaska APD Home page. Showing the Summary budget by activity for FFY21]({{ site.baseurl }}/assets/blog/ak-apd-homepage.png "eAPD product (2021)")
 
-<div class="testimonial-blockquote">
+<blockquote class="testimonial-blockquote">
 We’ve leveraged human-centered design and research to take a product from concept to reality – and now we’ve shipped, tested, and are continuing to refine the eAPD to meet user needs and deliver value early and often. We aren’t done yet!
 <span>- CMS partner </span>
-</div>
+</blockquote>
 
-<div class="testimonial-blockquote">
+<blockquote class="testimonial-blockquote">
 It takes a lot less time because I’m not formatting a bunch of Word docs. Just not needing to do tables, saves at least a day’s worth of work.
  <span>- State end-user </span>
-</div>
+</blockquote>
 
 **Asking better questions to put program & end-user outcomes at the center of state Medicaid system development**
 
@@ -59,10 +59,10 @@ For the last year, **we’ve been supporting CMS’ shift away from compliance c
 
 As part of this shift, we co-developed and piloted a set of tools and a discussion-based professional development program to support this major transformation to their approach, which we hope to share in the coming months, and have heard great feedback from the State Officer team thus far
 
-<div class="testimonial-blockquote">
+<blockquote class="testimonial-blockquote">
 It has increased my confidence and given me a reliable resource where I can know what I’m doing, and when I know what I’m doing, I can help the states. I love it!
  <span>- CMS State Officers </span>
-</div>
+</blockquote>
 
 ### Making benefits eligibility rules more transparent and reusable
 
@@ -74,10 +74,10 @@ Since then, volunteers have extended the prototype with eligibility information
 
 This year, we are exploring ways for federal partners to reuse the eligibility rules API developed in 2020, and we’re excited about what’s ahead!
 
-<div class="testimonial-blockquote">
+<blockquote class="testimonial-blockquote">
 18F created a tool that filled a massive pothole we have been trying to address for years. Now, checking one’s eligibility is a snap due to this incredibly accessible calculator – which hundreds of Virginians use every week.
  <span>- A legal aid staff attorney in Virginia </span>
-</div>
+</blockquote>
 
 ### Data-informed grantee services with the Office of Head Start
 
@@ -89,10 +89,10 @@ Over the past year, **18F and OHS have partnered to address this challenge by se
 
 Through our user research, we learned that different people interpreted the data in different ways, making it difficult to use data to drive decision making throughout the TTA system. As OHS builds the foundation for a new data system, we are establishing common language and data definitions with the people that use and create the data. This effort should improve OHS’s ability to continuously improve the TTA services they offer to local providers, and ultimately to improve outcomes for children and families. 18F is proud to support this thoughtful work from our visionary Head Start partners.
 
-<div class="testimonial-blockquote">
+<blockquote class="testimonial-blockquote">
 Last fall we had a super big, clunky, swamp-of-a-problem, and a complicated charge to build trust in many directions. Today we are no longer in the muck; we have some promising tools for users, a committed vendor, and partners who are starting to count on us as much as we count on them. I hope you feel proud. I do. Thanks for bringing your superpowers to OHS.
  <span>- Our OHS partner </span>
-</div>
+</blockquote>
 
 ## Playing the long game
 

_posts/2021-04-27-building_product_management_capacity_in_government_part_3_a_day_in_the_life_of_a_new_product_owner.md

@@ -49,19 +49,19 @@ Initial thoughts:
 * **Patient and knowledgeable mentors**: Having mentors who coached me on Agile and product practices was key. Everyone learns and develops at their own pace and having support via coaching from 18F helped me build the confidence I needed to succeed. COACHING IS A MUST!
 * **Personal drive and dedication**: Having internal benchmarks/internal compass and believing in what you are doing is a must. Reassessing yourself often and ample self care is an absolute priority. In order to be successful, you need to be persistent and dedicated to learn this new craft.
 
-<div class="testimonial-blockquote">
+<blockquote class="testimonial-blockquote">
 I never want to accept the status quo. How can we make anything better?
-</div>
+</blockquote>
 
 * **Trusting Agile**: Once you buy into the Agile methodology, you have to sell the rest of your team on it as well. Momentum increased as we continued to incorporate user feedback into our development. Our end users are empowered throughout the development process and now recognize the value of an Agile approach. 
 
 ### What traits/skills did you pick up as a product owner during your engagement with 18F? How are you sustaining these skills?
 
 * **Decision making**: We make decisions that seem great, but then, being able to prioritize and say “no” to certain things was necessary. Retrospectives always helped us learn if a wrong decision was made so we could adjust and iterate. 
 
-<div class="testimonial-blockquote">
+<blockquote class="testimonial-blockquote">
 Get comfortable saying ‘no’
-</div>
+</blockquote>
 
 * **Empathy**: Being user centric meant we stand in the users’ shoes to understand and empathize with them. I learnt that extending empathy not just to users, but also your teams keeps teams healthy.
 * **Empowerment**: Our leadership empowered me to make decisions and helped clear roadblocks as we learned of them so I can focus on taking the product forward. Entrusting me with decision making and seeing my decisions materialize helped me gain confidence in sharpening my PO skills further.