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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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Agile working methods
GDSRoo Reynolds
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 workwe 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
Mountain Goat Software LLC
Rather than do one thing at a time...
Requirements Design Code Test
...agile teams do a bit of everything all the time
Requirements Design Code Test
Mountain Goat Software LLC
digital.cabinetoffice.gov.uk/2012/12/19/the-agile-wall
Sprint planning
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
Agile Delivery in DfT
Delivery Examples:-
• Delivery of new on-line booking system
• Delivery of new local names mapping system
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
Agile in practice
Modernising the driving test online booking system
David JonesChief Information OfficerDriving Standards Agency
Car test booking – online take-up
2003 2012
87% online
13% phone
ICT projects logjam
Government ICT and digital strategy
Limited available resource
Why Agile?
Modernisation and mobile
Developing Agile skills
• Limited classroom
• Learn by doing
• Supplier as mentor
Agile ‘sprint’ cycle
Item
Item
Item
Item
Item
Item
Item
Prioritised Requirements‘backlog’
Define
Build & test
Deploy
Functional unit
Functional unit
Functional unit
Functional unit
Useable product’
Agile team
• Self-organising
• Empowered
• Decisive
• Face to face
Metrics – ‘burndown’
Sprint
Rem
aini
ng ‘b
ackl
og’
The final product
Benefits of Agile
Early delivery of business value
Flexibility
Efficiency
Visibility
Further information:
David Jones
Chief Information Officer
Martin Richardson
Digital Services Manager
AFCG)
The Future Coastguard Programme
An “Agile” Approach to Delivering Complex Change in the Public Sector
AFCG)Who are we?
Andrew Austin-Hancock
James Findlay
Keith Oliver
MOC
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.
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
Why Agile?
• Think differently
• Do the right things
• Progress not perfection
• Do things right
• What makes sense to people?
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 leavesCollaborate
• 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)
Living With Agile (Based on DSDM and the Future Coastguard Experience)
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
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’sKanban Korner
What have we delivered?
Delivered in 2 weeks
Cost £1,300Delivered in 4 months
Cost - £5,500
Delivered – 3 months
Cost - £27,000
Delivered – 1 month
Cost - £1,500
Heads of Term
s – 1 Month
Transfer – 3 months
Conversion – 2 months
Saving £2.5 Million
Test system delivered in 2 weeks
What have we delivered?https://addresshub.ordnancesurvey.co.uk/fintan/index.html
“FINTAN” Database – Crowdsourced Vernacular place names
Plug