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. Agile working methods Roo Reynolds GDS
- 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. Rather than do one thing at a time... Requirements Design Code Test Mountain Goat Software LLC
- 5. ...agile teams do a bit of everything all the time Requirements Design Code Test Mountain Goat Software LLC
- 8. 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
- 9. Agile Delivery in DfT Delivery Examples:- • Delivery of new on-line booking system • Delivery of new local names mapping system
- 10. 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
- 11. Agile in practice Modernising the driving test online booking system David Jones Chief Information Officer Driving Standards Agency
- 12. Car test booking – online take-up 13% phone 87% online 2003 2012
- 13. Why Agile? Government ICT and digital ICT strategy projects logjam Modernisation and mobile Limited available resource
- 14. Developing Agile skills • Limited classroom • Learn by doing • Supplier as mentor
- 15. Prioritised Agile ‘sprint’ cycle Requirements ‘backlog’ Useable product’ Define Item Functional unit Item Functional unit Item Functional unit Item Deplo Build y Functional unit Item & test Item Item
- 16. Agile team • Self-organising • Empowered • Decisive • Face to face
- 17. Metrics – ‘burndown’ Remaining ‘backlog’ Sprint
- 19. Efficiency Early delivery of business value Benefits of Agile Visibility Flexibility
- 20. Further information: David Jones Chief Information Officer david.jones@dsa.gsi.gov.uk Martin Richardson Digital Services Manager martin.richardson@dsa.gsi.gov.uk
- 21. The Future Coastguard Programme AFCG) An “Agile” Approach to Delivering Complex Change in the Public Sector
- 22. Who are we? AFCG) Andrew Keith Oliver James Findlay Austin-Hancock Keith.oliver@mcga.gov.uk James.findlay@hs2.org.uk Andrew.austin-hancock@mcga.gov.uk
- 23. 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. MOC
- 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. Why Agile? • Think differently • Do the right things • Progress not perfection • Do things right • What makes sense to people?
- 26. Living With Agile (Based on DSDM and the Future Coastguard Experience) 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 leaves Collaborate • 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)
- 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. 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. 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,3 H 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. What have we delivered? https://addresshub.ordnancesurvey.co.uk/fintan/index.html “FINTAN” Database – Crowdsourced Vernacular place names
- 31. Plug
Editor's Notes
- Hello. My name is Roo Reynolds and I ’ m a product manager at GDS. In fact, I ’ m the product manager for the GOV.UK product. GDS builds digital products and services. Sometimes these take the form of websites, but although we ’ re known for GOV.UK, we ’ re also working on LPA for OPG, and ERTP for CO, and countless smaller services. In fact, everything from Universal Credit to the Prime Minister ’ s dashboard. Historically the govt has not always done a great job of managing and delivering ditigal products. It turns out that engineering methodologies and practices don ’ t apply very well to the real fast-changing world of digital technology. Also, things change. Even if you write a 200 page requirements document, pay your £1M and wait a year while a big tech company delivers what you asked for, what happens when what you asked for isn ’ t quite what you needed, or what you needed changed during that year?
- There is another way. What is agile? 1.) it ’ s not that we don ’ t have process, it ’ s just that we don ’ t mind changing it if we need to avoiding dogma, picking the ways of working that work for us 2.) The best mock up is the first version of the thing itself.
- 4.) we do this by delivering not just once at the end of a project, but every single week.
- Continually improving on working software. We get feedback on it throughout the process everyone gets much higher confidence that the right product is being built. This is how agile methods are different from waterfall methods. It ’s all happening, most of the time. Phases. Testing and requirements gathering throughout, but more requirements gathering than testing at the start, and more testing than requirements gathering by the end. www.mountaingoatsoftware.com/scrum http://www.mountaingoatsoftware.com/scrum-a-presentationhttp://www.mountaingoatsoftware.com/scrum/figures
- it ’ s well organised, but using (ironically) low-technology human friendly tools Here ’ s a Sprint task board (the one for GOV.UK Inside Governent actually) In general, it means a very high fidelity of week-by-week priorities, but a significant reduction in medium and long-term workflow forecasting. Frankly, most of that effort is usually wasted anyway, since priorities change.
- How? Well, using an iterative process. GDS utilise small, cross functional delivery teams who generally deliver deployed work in 1 or 2 week sprints (iterations). GDS product management team then focuses on testing and measuring everything we can, utilizing, amongst other things, user research, A/B user testing, and alpha & beta releases to quickly get user feedback.The feedback from these activities allows us to refine our solutions very quickly based on quantifiable metrics rather than opinion Here ’ s a sprint planning session happening in practice. ‘ Planning poker ’ used to size user stories. http://en.wikipedia.org/wiki/Planning_poker