Agile working             methodsRoo Reynolds               GDS
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 work    we h...
Rather than do one thing at a time... Requirements   Design   Code   Test                                 Mountain Goat So...
...agile teams do a bit ofeverything all the time  Requirements   Design   Code   Test                                   M...
digital.cabinetoffice.gov.uk/2012/12/19/the-agile-wall
Sprint planning
Agile Adoption in DfTAdoption Highlights:-•Widespread adoption across DfT ICT delivery with a total of 12 projects and 1pr...
Agile Delivery in DfTDelivery Examples:-        • Delivery of new on-line booking system      • Delivery of new local name...
Agile Adoption in DfTAdoption Highlights:-•Widespread adoption across DfT ICT delivery with a total of 12 projects and 1pr...
Agile in practiceModernising the driving testonline booking systemDavid JonesChief Information OfficerDriving Standards Ag...
Car test booking – online take-up                          13%                          phone                          87%...
Why Agile?           Government ICT                     and digital      ICT            strategy      projects      logjam...
Developing Agile skills          • Limited classroom          • Learn by doing          • Supplier as mentor
Prioritised                        Agile ‘sprint’ cycleRequirements‘backlog’                                    Useable   ...
Agile team• Self-organising• Empowered• Decisive• Face to face
Metrics – ‘burndown’Remaining ‘backlog’                            Sprint
The final product
Efficiency                     Early delivery                               of business                               valu...
Further information:David JonesChief Information Officerdavid.jones@dsa.gsi.gov.ukMartin RichardsonDigital Services Manage...
The Future Coastguard Programme              AFCG) An “Agile” Approach to DeliveringComplex Change in the Public Sector
Who are we?                                           AFCG)         Andrew                        Keith Oliver            ...
The PropositionResulting from 32 weeks of publicconsultation and announced tothe House of Commons in aMinisterial Statemen...
Approach to Delivery• Organic Transformation• In-house resources – “Get Involved”• Eclectic and Opportunistic!• Break down...
Why Agile?• Think differently• Do the right things• Progress not perfection• Do things right• What makes sense to people?
Living With Agile            (Based on DSDM and the Future CoastguardExperience)Focus on the business need    • Understand...
Develop iteratively   • Be creative, experiment, test and evolve   • Embrace change as a positive response.   • Continuall...
What Makes Sense? (some examples)• Work is packaged and  characterised as ‘user stories’• Earned Value Management for  rep...
What have we delivered?                                 th s eks                              on hh e                     ...
What have we delivered?        https://addresshub.ordnancesurvey.co.uk/fintan/index.html“FINTAN” Database – Crowdsourced V...
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SPRINT 13 Workshop 1 Agile working methods - Department for Transport, GDS, Maritime and Coastguard Agency, HM Coastguard

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SPRINT 13 Workshop 1 What is, and how do you do AGILE? Roo Reynolds - GDS, Andrew Austin-Hancock - Maritime and Coastguard Agency, Keith Oliver - HM Coastguard, James Findlay - DfT

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SPRINT 13 Workshop 1 Agile working methods - Department for Transport, GDS, Maritime and Coastguard Agency, HM Coastguard

  1. 1. Agile working methodsRoo Reynolds GDS
  2. 2. flickr.com/photos/paul_clarke/6477056845 GDS
  3. 3. •"We are uncovering better ways of developing software by  doing it and helping others do it. Through this work we 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
  4. 4. Rather than do one thing at a time... Requirements Design Code Test Mountain Goat Software LLC
  5. 5. ...agile teams do a bit ofeverything all the time Requirements Design Code Test Mountain Goat Software LLC
  6. 6. digital.cabinetoffice.gov.uk/2012/12/19/the-agile-wall
  7. 7. Sprint planning
  8. 8. Agile Adoption in DfTAdoption Highlights:-•Widespread adoption across DfT ICT delivery with a total of 12 projects and 1programme•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
  9. 9. Agile Delivery in DfTDelivery Examples:- • Delivery of new on-line booking system • Delivery of new local names mapping system
  10. 10. Agile Adoption in DfTAdoption Highlights:-•Widespread adoption across DfT ICT delivery with a total of 12 projects and 1programme•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
  11. 11. Agile in practiceModernising the driving testonline booking systemDavid JonesChief Information OfficerDriving Standards Agency
  12. 12. Car test booking – online take-up 13% phone 87% online2003 2012
  13. 13. Why Agile? Government ICT and digital ICT strategy projects logjam Modernisation and mobile Limited available resource
  14. 14. Developing Agile skills • Limited classroom • Learn by doing • Supplier as mentor
  15. 15. Prioritised Agile ‘sprint’ cycleRequirements‘backlog’ Useable product’ Define Item Functional unit Item Functional unit Item Functional unit Item Deplo Build y Functional unit Item & test Item Item
  16. 16. Agile team• Self-organising• Empowered• Decisive• Face to face
  17. 17. Metrics – ‘burndown’Remaining ‘backlog’ Sprint
  18. 18. The final product
  19. 19. Efficiency Early delivery of business value Benefits of Agile Visibility Flexibility
  20. 20. Further information:David JonesChief Information Officerdavid.jones@dsa.gsi.gov.ukMartin RichardsonDigital Services Managermartin.richardson@dsa.gsi.gov.uk
  21. 21. The Future Coastguard Programme AFCG) An “Agile” Approach to DeliveringComplex Change in the Public Sector
  22. 22. Who are we? AFCG) Andrew Keith Oliver James Findlay Austin-Hancock Keith.oliver@mcga.gov.uk James.findlay@hs2.org.ukAndrew.austin-hancock@mcga.gov.uk
  23. 23. The PropositionResulting from 32 weeks of publicconsultation and announced tothe House of Commons in aMinisterial Statement on22 November 2011.This represents a reduction from18 to 10 centres. MOC
  24. 24. 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
  25. 25. Why Agile?• Think differently• Do the right things• Progress not perfection• Do things right• What makes sense to people?
  26. 26. Living With Agile (Based on DSDM and the Future CoastguardExperience)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 surprisesDeliver 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 cultureNever 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)
  27. 27. 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
  28. 28. 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’s Kanban Korner
  29. 29. What have we delivered? th s eks on hh e M ont s thw 1 ont 2 m in0 – s on s s 4 md sk m n t3rmth0 h 0e r di – 1 e ,00 e Teremon e ow00 f e 3 d e–vm ,5 7 n li £2 , 5 o v re d -n 2 5 edtt i2£1 n 0 dselever es– -- o 0 ive msd a D efli rt– on e el is e oo t il1i,3H D s y i v er s t £ l Ds l rCo M sC . s an ee C o5 i r D Testnv C2 T o £ C ving Sa
  30. 30. What have we delivered? https://addresshub.ordnancesurvey.co.uk/fintan/index.html“FINTAN” Database – Crowdsourced Vernacular place names
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