Embed Size (px)
Citation preview
Our Digital Transformation
Nigel TownleyDirector IT and Business Change
We can’t stop thinking about
the future
Innovate UK – the UK’s innovation agency
We work with people, companies and partner organisations to find and drive the science and technology innovations that will grow the UK economy -delivering productivity, new jobs and exports.
Our aim at Innovate UK is to keep the UK globally competitive in the race for future prosperity.
How do we do that ?
ConnectFund
Innovate UK Systems Evolution (2007-2015)
Innovate UK
Government Requests to support New Funding Schemes
Evolving _Connect System
Interim Systems
Outsourced ServicesFunctionality added to _Connect
Swivel Chair Processing – Data re-entry/corruption
Predicted Activity / Headcount Growth April 2014
Project activity per year (FY14/15 and 15/16 estimated)
Estimated 35% growthIn project actviity
New
Fu
nd
ed P
roje
ct a
pp
lican
ts
Full
Tim
e Eq
uiv
alen
ts
Headcount
New Project activity
Business Improvement and Change Programme
April 2014
This is the
Government
Digital ServiceGDS
GDS
Government Digital Strategy
Government as a Platform
Gov Transformation Strategy
Business transformation
Better use of data
Internal tools & process
Skills & culture
Reusable components
GOV.UK Verify
GOV.UK Pay
GOV.UK Notify
Digital by Default
25 exemplar projects
Fix transactions
Go wholesale
Publish centrally
Create GDS
+ 2017
+ 2015
+ 2012
Baroness Lane-Fox Review2010
Innovation Funding Service
Inn
ova
te U
K D
igit
al
Tran
sfo
rmat
ion
*
GDS
Add more examples
GDS
https://www.gov.uk/government/publications/government-digital-strategy/government-digital-strategy
Government Digital Strategy (2013)
• The vast majority (82%) of the UK population is online but most people rarely use online government services.
• The government provides more than 650 transactional services.
• All new or redesigned transactional services going live after April 2014 will meet a new Digital by Default Service Standard.
• All government departments and arm’s length bodies’ online publishing to move to Gov.uk by July 2014.
Cabinet Office Digital Spend Control / Approval
• Senior Responsible Officer (SRO), Service Manager
• What is the activity/project/programme about,?
• Summary of the technology being proposed
• High Level Finances (Financial Case)
• Who will use the service, what user needs will be met
• What evidence do you have to support this need?
• IT approach and budget narrative
• Do users need to be identified and/or authenticated?
• Funded support in place for assisted digital users ?
• Details of all the procurements and the procurement routes.
All “Digital Projects” have £0 spend threshold requiring BEIS and Cabinet Office approval
Spend Control and Technology Code of Practice
1. Define user needs, aims and capabilities
2. Make things interoperable
3. Make things secure
4. Adopt cloud first
5. Make things accessible
6. Share and reuse
7. Use common government solutions
8. Meet the Digital Service Standard for digital services
9. Comply with the Greening Government ICT strategy
10. Define your sourcing strategy
11. Demonstrate an end-to-end service
12. Use common government sourcing routes
13. Enter into sensible contractsDigital and technology Spend Control Form
Technology Code of Practice
IT Projects must align to the Technology Code of Practice
• Show value for money and use shared services rather than developing new ones
• Use of procurement frameworks where possible, rather than OJEU procurement
• Procuring services that may be shared across all public bodies
• Moving to common platforms, standards and capability.
Digital Service Standard (18 Points)
1. Understand user needs
2. Do ongoing user research3. Have a multidisciplinary team
4. Use agile methods
5. Iterate and improve frequently
6. Evaluate tools and systems
7. Understand security and privacy issues
8. Make all new source code open
9. Use open standards and common platforms
10. Test the end-to-end service
11. Make a plan for being offline
12.Make sure users succeed first time13. Make the user experience consistent with GOV.UK
14. Encourage everyone to use the digital service
15. Collect performance data
16. Identify performance indicators
17. Report performance data on the Performance Platform
18. Test with the minister
GDS Service Manual / Agile Service Delivery
Discovery AlphaBeta
Public BetaLive Retirement
User NeedsService ScopeSuccess criteriaNeeds for AlphaIdentify similar servicesAssisted digital needs
User storiesBasic working systemSuccess MetricsNeeds for BetaLegacy system
integrationAssisted digital support design
Test with usersPrivate BetaLive BetaWorking service used in fullUser Research planBacklog Tested assisted digital support
Meets user needsSecure service informationAnalytics in placePlan for integrationSupport and Iterate
No User needAnother service meets needno longer be met by government
6-8 wks 8 wks Few months Until retired
Spend Control Digital Service Assessment
GDS Enabling Services
• Skills and capability
– Recruiting digital skills
– Developing Internal Capability
• Government Infrastructure services
– Gov.wifi
• Data – Central Registers used by services
– e.g. Country Register
• Shared Platforms (Government As A Platform)
– e.g.Verify, Notify
Upskilling Civil Servants
• agile for teams
• digital and agile awareness
• digital and agile awareness for policy
• digital and agile foundation course
• hands on agile for leaders
• service managers
• working level for business analysts
• working level for delivery managers
• working level for product managers
https://www.gov.uk/government/groups/digital-academy
The Digital Marketplace
• Help the public sector buy what it needs to deliver great digital services
• You don’t have to be a procurement specialist to buy what you need
• Opening the door to SMEs
GDS
The GDS Procurement Frameworks
• G-Cloud
• Digital Outcomes and Specialists
• Crown Hosting
G-Cloud Benefits• largest range of suppliers compared
to any other framework
• It is re-tendered regularly, so contains the latest services and suppliers
• No hidden charges as prices, terms and services are provided up front
• Ability to try for free or at negligible cost
• You can talk to suppliers
• No ‘lock-in’ – all services state up-front how you get in and out
• No need for an OJEU, ITT or contract negotiations
https://www.digitalmarketplace.service.gov.uk/g-cloud
Crown Commercial Services
• Pre-agreed framework contracts for public sector procurement
• All categories (not just digital)
• All services
• Some frameworks provide for ‘direct award’ avoiding need to run an open competition
https://ccs-agreements.cabinetoffice.gov.uk
So what did we learn from our journey to Gov.uk ?
And what about our Online Innovation Funding Service ?
Our Digital Transformation –Innovation Funding Service (IFS)
Sarah VoddenInterim Operations Director (and IFS Product Owner)
32
Secure areaThe old process
1.
2.
3.
4.
33
Typical competition: number of users
GOV.UK, competition search
Applications submitted
Project Setup
Successful applicants
Application
Assessment
Start project
2,000 Users
500 Applications
20 Awarded
20 Funded Projects
34
User Needs from Customer SupportCompetition Query Type # Queries
Application process 5931
Application FTP site & login 1774
Notification /feedback 1236
Scope 1220
Key dates 842
Feedback process 637
Eligibility 449
Application registration 355
IV - General Application 294
KTP - General 188
Application form error 148
Withdraw Application 42
SBRI 40
KTP - IT related 10
Special competition entry 4
IV - Extension request 2
Operations Process
CompetitionPreparation
Pre-application eligibility & suitability
Application Assessment
Funding DecisionAnd Award
Due Diligence Monitoring Payment
Continuous ReportingOriginal Scope of IFS and in Beta (pre award)
Current additional project (post award)
Innovation Funding Service user journeys
Initial intereststart at GOV.UK
Application
Submission
Allocateassessors
Producepanel sheet
Notification of outcome &
feedbackSuccessful
Competitionset-up
Feedback
Projectset-up
Live Project(integrate with existing system)
Invite assessors& assessor accountcreation
Assessment
Applicant
Assessor
Innovate UK
Manage competition Decision
Process
External Users
Internal Users
IFS Timeline
Alpha Assessment8th Oct 2015
Discovery AlphaBeta –Private Beta (applicant journey) on 23rd May 2016
Jan-Feb 2015 Mar– Aug 2015 Nov 2015 – Apr 2017
Beta AssessmentApr 2017
Public Beta
Live Project(integrate with existing system)
Applicant
Assessor
Innovate UK
Eligibilitystart at Gov.UK
Application Confirmation
AllocateAssessors
Panel /Funders panel/decision
Notify Outcom
e Successful
CompetitionSet-up
Feedback Offers
Unsuccessful
InviteAssessors
Assessment
ProjectSet up:• Invite users• Bank details
TECHNICAL PROTOTYPE TECH
PROTOTYPEUX PROTOTYPE
Building a Digital Delivery Team (Beta)
ProgrammeDelivery Manager
Sarah VoddenStakeholders
Line management is separate from project delivery management
The Team
Anne Dixon
IFS SPONSOR
Service Manager /Product Owner
Assisted DigitalLead
ServiceDesigner
Scrum Master
Content Designer
Made up of some internal staff, and suppliers
Technical Lead
Myles YorkeSolutions Architect
Ken DevineDev Ops
Data Architect
PROTOTYPE
x2 UXx2 Front End
Team 1 (Applicant Journey)
1 BA x6 Devx2 Test
Infrastructure / DevOps
Team 3(Assessor Journey)
1 BAx6 DevX2 Test
Team 2 (Project setup)
1 BAx6 DevX2 Test
WORKSTREAMS RUNNING IN PARALLEL ACROSS EACH SPRINT
ProductDelivery Manager
Sprint cycle in beta
• Core ceremonies part of sprint cycle
• Service design feeds the scrum teams
• SoS surfaces key project wide issues/dependencies.
Collaboration was key to success
Agile ceremonies
• Daily virtual stand ups • Daily scrum of scrums
(SoS)• Backlog refinement• Show & tell • Sprint retrospective• Sprint review• Sprint planning
Digital Service Standard (18 Points)
1. Understand user needs
2. Do ongoing user research
3. Have a multidisciplinary team
4. Use agile methods
5. Iterate and improve frequently
6. Evaluate tools and systems
7. Understand security and privacy issues
8. Make all new source code open
9. Use open standards and common platforms
10. Test the end-to-end service
11. Make a plan for being offline
12. Make sure users succeed first time
13. Make the user experience consistent with GOV.UK
14. Encourage everyone to use the digital service
15. Collect performance data
16. Identify performance indicators
17. Report performance data on the Performance Platform
18. Test with the minister
User Pain pointsExternal users
Collaborative nature not reflected in application
submitting an application does not currently reflect how users need to share, save, edit and review their collaborative application
Applicants do not make use of relevant guidance
guidance exists but is not presented to the applicants at the point it is required, with useful information overlooked.
Manual data entry and file uploading - not intuitive and requires repetition of data entry
Applicant feedback - applicants can struggle to understand reasons for being unsuccessful and what their next steps should be
Internal users
Manual data entry - many processes within Innovate UK still require manual input of data and manual movement of files
Duplication of effort - between internal teams
Transparency and visibility of processes - poor transparency and visibility both internally and externally about processes involved, timescales and ownership.
Reporting and use of data - current systems are difficult to interrogate for data and information is collected in a variety of formats, making comparison and analysis difficult.
Varied testing approaches – guerrilla testing at events
Guerilla testing at Innovate UK events – focusing on a specific journey or research question rather than the full system
– example = account creation process
Guerrilla testing at our Innovate 2016 conference
User feedback influencing design
“just wondering about the colours of the icons on the right, the blue flags and the green ones wondering what they are”
Feb 1 2017 Participant #2
“On the whole I would feel quite confident [completing at home]”
End2end participant#3 12/03/17
“Overall it was quite clear”End2end participant#4 12/03/17
“Definitely a 10” [How likely would you be able to complete at home?]
End2end participant#2 11/03/2017
Digital Service Standard (18 Points)
1. Understand user needs
2. Do ongoing user research
3. Have a multidisciplinary team
4. Use agile methods
5. Iterate and improve frequently
6. Evaluate tools and systems
7. Understand security and privacy issues
8. Make all new source code open
9. Use open standards and common platforms
10. Test the end-to-end service
11. Make a plan for being offline
12. Make sure users succeed first time
13. Make the user experience consistent with GOV.UK
14. Encourage everyone to use the digital service
15. Collect performance data
16. Identify performance indicators
17. Report performance data on the Performance Platform
18. Test with the minister
Assisted Digital
Assessors (463 responses)
Applicants (2510 responses)N
um
ber
of
resp
on
den
tsSurvey results2016 + 2017
Innovate UK Assisted Digital users
Task specific
I’m not confident with computers
Phone call
Video call Scribe
Assisted Digital
Email from Assisted Digital user (assessor)
“Hi James
Wow
Just completed my first set of assessments via IFR. Its even better than when I test drove it!!
As you know I worried about not being able to do my normal read through /scribble on method but in fact the layout made the whole thing much simpler.
Well done
Marg P”
Digital Service Standard (18 Points)
1. Understand user needs
2. Do ongoing user research
3. Have a multidisciplinary team
4. Use agile methods
5. Iterate and improve frequently
6. Evaluate tools and systems
7. Understand security and privacy issues
8. Make all new source code open
9. Use open standards and common platforms
10. Test the end-to-end service
11. Make a plan for being offline
12. Make sure users succeed first time
13. Make the user experience consistent with GOV.UK
14. Encourage everyone to use the digital service
15. Collect performance data
16. Identify performance indicators
17. Report performance data on the Performance Platform
18. Test with the minister
Test with the Minister
Presentation and review with Permanent Secretary Alex Chisholm on Friday 24 March
What did we learn ?
• Never assume you know your Users Needs
• Ensure your business users are part of the project
• Keep evidence of everything you learn (for assessments)
• Plan ahead but keep it agile
• Keep your team happy!
• The standards can help you build a fantastic service
Our Digital Transformation –And Finally …
Nigel TownleyDirector IT and Business Change
Hosting / Integration and Deployment
Changes every 6 weeks (min) ?Limited Scale / Server MaintenancePay for peak capacity regardless of use
Changes When NeededUnlimited ScalePay for Use
The Formation of UK Research and Innovation (April 2018)
9 councils* one organisation Strong, unified
voice for research and innovation
>£6bn budget
Great potential expand the frontiers of
knowledge stronger economies, better jobs stronger, healthier and more resilient societies
*Including Innovate UK
The Final Question ?
• Will UK Research and Innovation be hosted on Gov.uk ? (ukri.org)
• Will it be exempt from the GDS digital service standard ?
• Would we change ?
Play IFS Video
We can’t stop thinking about
the future
Supporting UK innovative businesses today in developing the industries of tomorrow
BACKUP SLIDES NOT PLANNING TO USE
Data re-entry, corruption and manual process
Application
Assessment
Grant set-up (Tracker)
Grant claim and monitor
Collaboration/Events
On CPSWord/Excel/Access/F
TP hybridSMART system (unsupported)
Access
Innovation
VouchersKTP
Launch-pads
CR&D SBRI Smart
Tools/Operational Process
Legacy Funding Schemes
We have had some great input from the Catapult’s technical experts that helped us solve some key blockers early on in our business development.
Mish Gopaul, Co-founder, Fatmap
Where does Innovate UK funding go?
Source: Innovate UK operational data
▪ ≈ 60% of our core grant funding goes to SMEs
▪ ≈ 80% of collaborative projects involve at least 1 research base partner
▪ We work with over 140 individual research base organisations (including institutes and RTOs)POTENTIALLY DROP THIS SLIDE
0
GDS
Playing our part through the financial crisis…Since 2012/13 GDS has developed over £1,186m of cashable savings
by scrutinising government’s digital and IT spending requests (cross-
government spend controls).
In 2015/16 this equated to £339 million
In total, £3.56 billion savings were made in the last SR as a result of
digital and technology transformation across government over 3 years
(April 2012 - March 2015) by GDS and CCS (Crown Commercial
Services).
GDS
Government
Transformation
Strategy
The tools,
techniques and
technologies of the
internet age
Enforcing Compliance and Spend Controls
• The objectives of the controls are to:
– deliver savings by tackling wasteful spend
– encourage a smarter, cross government approach to spend by leveraging central expertise to improve outcomes, identifying duplicative spend and potential for re-use
– deliver sustainable, long-lasting reforms and ambitious transformation of public services
– implement specific government policies
• Cabinet Office Thresholds for approval of spend
– £0 - for any digital projects for the general public … and any external facing digital transaction, website or mobile apps
– £5m – Technology spend
https://www.gov.uk/government/publications/cabinet-office-controls/cabinet-office-controls-guidance-version-40
GDS
1. Business transformation
2. Skills and capability
3. Enable the Civil Service to deliver
4. Data
5. Shared platforms
GDS
Business
transformation
GDS
Enable the
Civil Service
to deliver
GDS
Data
GDS
Shared platforms
(especially Verify)
Registers
• Most reliable source of data
• Managed by custodian responsible for the data
• Digital Services can pull data directly via an API
https://www.gov.uk/government/publications/registers/registers
Verify – Used by• Apply for a vehicle operator licence, with the Driver
and Vehicle Standards Agency (DVSA)
• Check your State Pension, with the Department for Work and Pensions (DWP)
• View or share your driving licence information (DVLA)
• Apply for Universal Credit (DWP)
• Claim for redundancy and monies owed, (BEIS)
• Sign in and file your Self Assessment tax return (HMRC)
• Update your rural payments details, (Defra)
https://www.gov.uk/government/publications/introducing-govuk-verify/introducing-govuk-verify
Architectural Vision / Design Principles
• Open Architecture
– Flexible / Extensible beyond needs of Innovate UK
– Service agnostic design
– Modular elements
– loosely coupled interfaces
– Ability to replace/upgrade modules
– Best in class components (e.g. CRM)
– Foundation for pan-government Grants
• Modularised Workflow
– Alignment to business processes
– Support multiple tools
Industrial Strategy Challenge Fund
Medicines manufacturing technologies
Batteries for clean and flexible energy storage
Robots for a safer world
Self-driving vehicles
Manufacturing and materials of the future
Satellites and space technology
Investing in science, research and innovationWe must become a more innovative economy and do more to commercialiseour world leading science base to drive growth across the UK
Industrial Strategy Challenge Fund▪ Industry-led and powered by multi-disciplinary research and business
academic collaboration
▪ Develop UK industries that are fit for the future, driving progress in
technologies where the UK can become a world-leader in research and
commercialisation
Our Online Presence then..
