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Office for National Statistics - A Case Study
- 1. ONS Beginnings Now Next End Me AGILE CYMRU 7 July 2015 Janet Giles
- 2. ONS Why we needed to change Lessons and next steps TODAY’S PRESENTATION End How we changed and what’s gone well
- 3. ONS ABOUT US INDEPENDENT employ 3800 staff The collection, compilation, analysis and dissemination of a range of key economic, social and demographic statistics about the UK inflation figures 1.5 MILLION forms to 284k businesses each year plus 0.5m interviews
- 4. Why did ONS need to change ? demand for data times are changing respondent expectations Need to change
- 5. demand for data researchpolicy Big and admin data trends Demand for data
- 8. quality v speed ?
- 9. How ONS went about changing consistent and flexible third party help education and coaching
- 10. What’s gone well – delivery •Earlier value – Dec 13 not late 2014 for electronic collection pilot •Website Alpha built in 12 weeks with team of 10 • Nearly 3 times the number of changes/features deployed •Significantly fewer defects escaping •Non-IT teams using as well
- 11. What’s gone well - team level 0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0 Value Flow Quality Tools & Automation Process Collaboration & Feedback Team WIP 2013 2013 (Adjusted) 2014
- 12. What’s Gone Well - vocabulary Viral vocabulary shift MVP Stop existing in favour of new Value Next most important Product owner T-Shaped people
- 13. What would we do differently next time? AGILE >>Value, Flow, Quality
- 14. Work in Progress SMALLER TEAMS AGILE NOT USED AS AN EXCUSE CHANGE FUNDING MODEL AGILE AT SCALE / PORTFOLIO VIEW GOVERNANCE – it’s all about the story
Editor's Notes
- Independent –no minister, statistics unbiased, will pull up if misrepresent You’ll know our outputs even if you don’t know us Inflation figures UK economy Ten yearly census -with the devolved admin in N Ireland and Scotland Births marriages and deaths– links to local Registrar’s information Issue 2.5 million forms/rem/dup– move to EDC. Of 3800 ,1000 are interviewers, either eg at airports for IPS, visiting people at home Social 250,000 interviews. IPS 300,000 interviews a year ports airports
- Talk about each in turn
- POLICY – government (central and local), economic eg B of England, Election manifestos, budgets RESEARCH – cumulative picture (joining data sets), more detailed stats. BANKING CRISIS TRENDS over time – eg changes in people’s buying habits, maunfacturing, service sector BIG - large, often unstructured datasets available potentially in real time could include data from mobile phones, Twitter, retail price information from internet site. Validate ours, predict, reduce collection ADMIN – alternative sources to surveys eg HMRC, DWP
- Budgets squeezed – best value for the public money we receive Changes needed more quickly, delivering earlier and earlier And we realised that early feedback essential – product the right things, maximise value our resources deliver New staff with new ideas, lots of people talking about agile
- Mobile technology and digitally aware citizens – accountants, public, - expect to be able to access our data and also submit their data whenever, wherever Direction from Government Digital Service, 18 point digital service standard , citizen access to gov services via .GOV.UK (look and feel) BUT ONS INDEPENDENT , SO PRINCIPLES NOT ACTUALLY VIA .GOV.UK Reducing paper (remember the 2.5 million pieces of paper) – EDC – also allows instant feedback if someone has entered incorrect data
- Demand for earlier access to information – press, google etc all throwing numbers out with a degree of accuracy BUT WE CAN’T GET THE inflation figures “roughly right”, ballpark isn’t enough – pensions and contracts UK PLC needs a source of methodologically correct statistics for key decisions, the question for ONS is – how far should we shift to “good enough but earlier” SO THIS HAS AN IMPACT ON THE WAY WE CHANGE SYSTEMS
- 2012 - We let teams “dabble” based on those who had some experience Soon realised we needed help so contracted with Emergn really liked their education material (books), their key message VALUE, FLOW, QUALITY (VFQ)) and they were working with BCS on Agile Practitioner qualification “stock take” of where ONS was in terms of agility – org and teams Propose a way forward for education, in-house coaching, changing culture EDUCATION –over 300 staff have had fundamentals last 100 delivered by ONS staff. 16 in-house coaches- various stages of development – 4 passed practexam - Swamped by demand Consistent Everyone understand fundamentals , the basics – the WHAT, less precious about HOW
- E Value – dec 13 not late 14 Website alpha 12 weeks, team of 10, feedback 250 wk 1 Nearly 3 times vol of change deployed - CORD Fewer defects Pretium and wider Non-IT teams eg org change prog, stat release teams
- 2015 assessment underway A visible energy – from team working, visualising work and delivery Visualising work – especially for cross-site teams – TRELLO Identifying blockers – humbling as visible Small chunks earlier – edc and web Less good – WIP>>improving flow, tools and auto AIM FOR MORE TEAMS RATHER THAN HIGHER SCORE
- MVP in all sorts of situations – just enough/good enough Product Owner – perhaps one of the biggest changes needed (also more difficult to fulfill) Shift in emphasis from what the delivery team might have prioritised Keeping the vision Value – to end customer is now the mantra eg prices and BOE rather than internal ONS Next Most IMP – the first small thing we can do to make an improvement could be assumption, risk, question Stop existing – T shaped people - as opposed to multi skilled . Seeing examples of developers stepping into test space,
- DEDICATED COACHES and in team experts to nurture teams – we were too thinly spread and our personal development took too long BITE SIZED EDUCATION – until people understand the whole TAKE SOFTWARE/IT OFF EVERY PIECE OF EDUCATION STOP using the “A word” and talk about value, flow and quality Linked to bite sized, find better ways of making principles stick with those on the periphery of teams eg directors and helpful/unhelpful questions
- FUNDING – conflicts treasury, cabinet office, need for return on investment EXCUSE - REPEATED change of direction - strong message about vision, keeping focussed. AT SCALE– get better at dependencies, high level value delivered linked to ... TEAMS – 2 pizza sizing – UK pizzas – we got it wrong on one programme GOVERNANCE getting hung up on the detailed metrics instead of delivery story. Still act waterfall, want certainty ie detailed analysis of reqts, detailed plan If an early timescales isn't met, it's seen as a failure to deliver rather than learning GOVERNANCE can affect the pace of decision making IF traditional
- BUSINESS CHANGE – new role for one coach, working with change managers when idea is a “glimmer in eye” to help shape change from outset – until now we’ve caught what we were given Agile governance – look at GDS principles Don’t Slow down delivery, Decisions when they are needed, at the right level Do it with the right people , Go see for yourself Only do it if it adds value , Trust & Verify TEAMS – have dedicated in team resources eg build and release, Information Assurance (Security) EDUCATION REVIEW and self assessment