Agile working methods

GDSRoo Reynolds

flickr.com/photos/paul_clarke/6477056845

GDS

•"We are uncovering better ways of developing software by doing it and helping others do it. Through this workwe have come to value: Individuals and interactions over processes and tools

•Working software over comprehensive documentation

•Customer collaboration over contract negotiation

Responding to change over following a plan.That is, while there is value in the items on the right,we value the items on the left more."

agilemanifesto.org

Mountain Goat Software LLC

Rather than do one thing at a time...

Requirements Design Code Test

...agile teams do a bit of everything all the time

Requirements Design Code Test

Mountain Goat Software LLC

digital.cabinetoffice.gov.uk/2012/12/19/the-agile-wall

Sprint planning

Agile Adoption in DfT

Adoption Highlights:-•Widespread adoption across DfT ICT delivery with a total of 12 projects and 1 programme

•Evidence of faster delivery

•All delivering under forecasted budget

•Value delivered much earlier to citizens and business

•Highly motivated project teams

•Better business engagement and ownership

Agile Delivery in DfT

Delivery Examples:-

• Delivery of new on-line booking system

• Delivery of new local names mapping system

Agile Adoption in DfT

Adoption Highlights:-•Widespread adoption across DfT ICT delivery with a total of 12 projects and 1 programme

•Evidence of faster delivery

•All delivering under forecasted budget

•Value delivered much earlier to citizens and business

•Highly motivated project teams

•Better business engagement and ownership

Agile in practice

Modernising the driving test online booking system

David JonesChief Information OfficerDriving Standards Agency

Car test booking – online take-up

2003 2012

87% online

13% phone

ICT projects logjam

Government ICT and digital strategy

Limited available resource

Why Agile?

Modernisation and mobile

Developing Agile skills

• Limited classroom

• Learn by doing

• Supplier as mentor

Agile ‘sprint’ cycle

Item

Item

Item

Item

Item

Item

Item

Prioritised Requirements‘backlog’

Define

Build & test

Deploy

Functional unit

Functional unit

Functional unit

Functional unit

Useable product’

Agile team

• Self-organising

• Empowered

• Decisive

• Face to face

Metrics – ‘burndown’

Sprint

Rem

aini

ng ‘b

ackl

og’

The final product

Benefits of Agile

Early delivery of business value

Flexibility

Efficiency

Visibility

Further information:

David Jones

Chief Information Officer

david.jones@dsa.gsi.gov.uk

Martin Richardson

Digital Services Manager

martin.richardson@dsa.gsi.gov.uk

AFCG)

The Future Coastguard Programme

An “Agile” Approach to Delivering Complex Change in the Public Sector

AFCG)Who are we?

Andrew Austin-Hancock

Andrew.austin-hancock@mcga.gov.uk

James Findlay

James.findlay@hs2.org.uk

Keith Oliver

Keith.oliver@mcga.gov.uk

MOC

The Proposition

Resulting from 32 weeks of public consultation and announced to the House of Commons in a Ministerial Statement on 22 November 2011.

This represents a reduction from 18 to 10 centres.

Approach to Delivery

• Organic Transformation

• In-house resources – “Get Involved”

• Eclectic and Opportunistic!

• Break down complexity

• Being creative “reduce, reuse and recycle”

• Application of ‘Agile’ principles

– the difference is attitude

Why Agile?

• Think differently

• Do the right things

• Progress not perfection

• Do things right

• What makes sense to people?

Focus on the business need• Understand what the business really needs – Rolls Royce or Mini?• Understand true priorities – Not he who shouts loudest• Apply 80:20 – Pragmatism makes perfect• Ensure continuous business sponsorship and commitment – no surprises

Deliver on time• Timebox the work – realistic and achievable batches to maintain pace• Ensure dependencies and business need are understood

• Always hit deadlines – be on the bus when it leavesCollaborate

• Involve the right business stakeholders throughout – Practitioner led?• Empower team members to take decisions – trust is key• Build a strong team culture

Never compromise quality• Set an appropriate quality standard at the outset• Do not consider quality as a variable• Design document and test appropriately

• Test early and throughout (Role of the BAG)

Living With Agile (Based on DSDM and the Future Coastguard Experience)

Develop iteratively• Be creative, experiment, test and evolve• Embrace change as a positive response.• Continually confirm a correct solution is being built.

Build incrementally from firm foundations• Create a sound foundation by investing in up front analysis and modeling• Accept that most detail develops later• Strive for early delivery of benefits, based on a minimum viable product.

Communicate continuously and clearly• Facilitated workshops• Use modeling and other analytical techniques• Create presentations and demonstrations• Encourage face to face communications• Keep documentation lean and timely – use standardised report templates (i.e. ABCD Reporting)

Demonstrate control• Make plans visible to stakeholders• Use appropriate levels of formality - programme management meetings• Proactively manage

What Makes Sense? (some examples)

• Work is packaged and characterised as ‘user stories’

• Earned Value Management for reporting

• “GI’s” – Staff are creating and delivering the work

• The use of personal Kanban’sKanban Korner

What have we delivered?

Delivered in 2 weeks

Cost £1,300Delivered in 4 months

Cost - £5,500

Delivered – 3 months

Cost - £27,000

Delivered – 1 month

Cost - £1,500

Heads of Term

s – 1 Month

Transfer – 3 months

Conversion – 2 months

Saving £2.5 Million

Test system delivered in 2 weeks

What have we delivered?https://addresshub.ordnancesurvey.co.uk/fintan/index.html

“FINTAN” Database – Crowdsourced Vernacular place names

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