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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
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
…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
“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
Transforming HM
Land Registry.........
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• Service transition is outdated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
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
How
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
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
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
Cell Responsibility
Asset and Config Management
Capacity Management
Financial Management
Request Fulfilment
Central Functions
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
The
Trial
- 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
- 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:
- 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
Take Away
Start with why
Not all at once
Change people not process
Questions
spenser.arnold@landregistry.gov.uk
hayley.butler@landregistry.gov.uk

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Hayley Butler and Spenser Arnold: Agile Service Management

  • 1.
  • 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
  • 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
  • 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

Editor's Notes

  1. Introductions Current role 30 second career history
  2. 1 of 2