As HM Land registry transforms the services they deliver, they transform the way they manage services. Earlier this year they began a trial on increasing the agility of their service management functions. In this presentation they share where they started from, where they are now, and where they think they're headed.

2. Our ambition is to become the world’s leading land registry
for speed, simplicity and an open approach to data
Spenser Arnold
Head of IT Services
HM Land Registry
Hayley Butler
Product Manager
HM Land Registry

3. Our Role
Our primary role is to provide:
- a reliable record of information about the ownership
of and interests affecting land and property;
- land and property owners with a title which is
guaranteed by the state; and
- the financial sector with the capability to secure
lending against property

4. …total percentage of land registered in England and Wales
…the value of property registered
…the value of debt registered
85%
£4 trillion
£1 trillion
…more value than the entire London Stock exchange25%
HM Land Registry

5. “Our strategic intent is to make
conveyancing simpler, faster and
cheaper by becoming the world’s
leading land registry for speed,
simplicity and an open approach
to data”
Ambition

6. Transforming HM
Land Registry.........

7. Why?
(transform Service
Management)
• Progression is stifled
• Staff engagement figures are low
• Internal stakeholders are confused
• External stakeholders are disengaged
• Too busy to transform
• Structure hasn’t changed for many
years
• Service transition is outdated
• Risk of being irrelevant

8. What How
Culture …to become agile by default, and more closely aligned to other areas of HM Land Registry’s IT,
so that we are naturally included in plans and activities, drive improvement, and remain
relevant
Organisation …to create a single cohesive group with a single purpose, and to re-organise ourselves into
cross-skilled functional or customer aligned teams so that customer outcomes are sped up and
improved
Process …to move towards agile service management processes, so that IT service management
processes reflect agile values and are designed with “just enough” control and structure. This
will encourage effective and efficient delivery of customer outcomes when and how they are
needed.
Info …to provide easy access to as near real-time service information as possible to allow all
stakeholders to make educated decisions

9. How

10. Traditional Service Management Structure
Service Management
Centre
Supplier & Service
Support
Service Desk
Service Management Information Team
Change Management
Problem Management
Config Management
Incident Management
Request for Service
Service Management
Supplier Management
Central Print
Remote Support (LSAs)
Asset Management
Finance
Service Support

11. Cell Structure
Partner Management
Central Print
Remote Support (LSAs)
Service Desk / Incident / Request for Service
Asset Tools & Config
Budgeting & Governance
Information
Performance
ExternalServices(ESC)
InternalServicesCell(casework)
Internal(Customer&Corporate)
TechnicalServicesCell
Service Management
Centre
Supplier & Service
Support
Performance
Management

12. Cell Responsibility
Availability Management
Business Relationship Management
Continual Service Improvement
Demand Management
Service Level Management
Service Knowledge Management
Service Portfolio Management
Service Validation and Testing
Transition Planning and Support
Processes
managed within
cells

13. Cell Responsibility
Asset and Config Management
Capacity Management
Financial Management
Request Fulfilment
Central Functions

14. Cell Responsibility
Design Co-ordination
Change Management
Incident Management
IT Service Continuity
Problem Management
Release and Deployment Management
Risk Management
Service Design and Transition
Supplier Management
Crosses both cell
and central support

15. The
Trial

16. - Team forming start up week, getting to know one
another, receiving agile coaching, determining our
values and identifying the scope of our activities
- Checking the value of everything we do, introduce
improvements with bite size story cards, working
together swapping skills and building relationships
Building the Team

17. - The right stakeholders identified, relationships
built, real time contact maintained, a human
touch
- Self-service dashboards provided for service
performance stats and service threat radars
introduced
- Plain English communications, expanding the
channels used
Outcomes:

18. - Build on the success of the trial
- Skills exchange to grow our people and the
team's identity
- Remaining responsive and relevant
- Reflect, assess and adapt
- Continue to focus on value
Team Future

19. Take Away
Start with why
Not all at once
Change people not process

20. Questions

21. spenser.arnold@landregistry.gov.uk
hayley.butler@landregistry.gov.uk