From UK Government Fast Stream Conference in February 2017, a presentation about how agile project management can be used for things that aren't software, including a case study on the successes and failures of a skills project.
4. Agile 101
Pioneering
Breaking new ground
Uncertain environment
Unpredictable
Standard
Known
Certain environment
Stable
Diagram simplified from Simon Wardley’s blog
http://blog.gardeviance.org/2013/11/oh-not-again-should-we-be-agile-or-six.html
Agile performs
best
Prince II etc.
performs best
Greater
certainty
6. Case Study - MOJ Digital Capability Project
Aim: Improve
digital capability
Generalist
Civil Servants
Digital
Specialists
Discovery Focus
Non-Digital
Specialist
Civil Servants
7. Discovery, what did our users say?
1
3
2
24
People want to learn, but
not online.
“Face to face, interactive learning
is a big investment, but compared
to online learning, or just listening,
it is worth it”
People want to work
digitally, but need
leaders.
“Oh, that would work! But I don’t
think we would be allowed to do
it.”
People like digital tools,
but exaggerate risks.
“It’s obviously useful, is it IL3?”
People know they have
users, but not how to
learn from them.
“We held a consultation with
users, it was hideous, people
came back very upset”
8. User needs as user stories
As a... policy advisor
I need to... do learning courses at lunch times
So that... training fits around the demands of my work
For example:
9. Some characteristics to define a digitally capable person
1 Put user needs ahead of process
2 Start small, and improve from there
3 Make the most of digital tools
24 Manage risk, don’t be blocked by it
25 Feel empowered to innovate
https://mojdigital.blog.gov.uk/2014/12/19/digital-capability-bringing-innovative-
styles-of-working-to-moj/
10. In Agile, we take a small slice and deliver a product quickly
1 Put user needs ahead of process
2 Start small, and improve from there
3 Make the most of digital tools
24 Manage risk, don’t be blocked by it
25 Feel empowered to innovate
Initial focus
11. What happened next?
Alpha testing
options with
staff in Alpha
e.g. training,
workshops,
lunch & learn
Discovering
what works best
through user
testing
Make our
offering
scalable in Beta
(via Civil Service
Learning)
13. How did it go? The good stuff
People were excited to be
involved in something that
felt different
:)
14. How did it go? The good stuff
People found the sessions
useful and learnt from how
we were developing them
:)
15. How did it go? The good stuff
We discarded things early
that we might otherwise
have put into a formal
framework
:)
16. BUT...
We took too long to deliver
and the world moved on
before we could scale up
in Beta
:/
17. Agile - Practical Application
Some practical tips
on putting Agile into
practice
18. Agile - Practical Application
1 Read GDS Service Manual
www.gov.uk/service-manual
The principles
remain the same
for any project
19. Agile - Practical Application
2
Get out there and speak to
USERS
(Though there can be heavy overlap)
Users ≠ Stakeholders
20. Agile - Practical Application
3
Test something small WITH
USERS within WEEKS
(Pilots usually take months,
too late to make big changes)
Alphas ≠ Pilots
21. Agile - Practical Application
4 Review user reactions at least
fortnightly, iterate model
based on that
based on ≠ “take into account”
22. Agile - Practical Application
A couple to start with:
gds.blog.gov.uk/2015/10/09/how-to-be-agile-in-a-non-agile-environment/
www.gov.uk/service-manual/agile-delivery/agile-methodologies
There are lots of useful blogs
and other resources out
there.
Search for them!
24. Tactics to overcome resistance
1 Persuasion
Civil Service style…. Exploit the hierarchy!
Have any leaders made statements about
change/transformation?
What does your DG/Perm Sec want?
Can you make your manager look good with
this?
25. Can you just get on with it?
Tactics to overcome resistance
2
Rear Adm. Dr. Grace
Hopper
“It is easier to ask
forgiveness than it is to
get permission”
Imagesource:https://obamawhitehouse.archives.gov/blog/2014/12/22/honoring-grace-hopper
26. Tactics to overcome resistance
3 Be Bold...
Read: medium.com/@JanetHughes
“[Being bold] involves taking a risk based on
a credible belief that you’re right, even if
nobody else agrees with you at the time.”
27. Bonus slide: some wise words to end on
“The most difficult thing
is the decision to act, the
rest is merely tenacity.”
Amelia Earhart
“Done is better than
perfect.”
Sheryl Sandberg
“The difference between
successful people and others is
how long they spend time
feeling sorry for themselves.”
Barbara Corcoran
“You can’t be that kid standing
at the top of the waterslide,
overthinking it. You have to go
down the chute.”
Tina Fey
28. Using Agile for things that
aren’t software
Tracey Williams
@tewilliam
February 2017
Notes de l'éditeur
It’s that simple!
Founded by a group of American software developers in 2001 on a ski holiday
They found that they were being asked to produce excellent documentation, contracts and plans at the expense of actually good and working software.
They wrote a manifesto for changing that.
Agile isn’t right for every project.
It works well where there is less certainty about the environment and the outcomes.
[Credit Simon Wardley]
From that first manifesto, this is the terminology of how projects have come to be run.
I’ll explain more about each phase as we go through the case study next.
In brief:
Discovery - you find out what your users actually need before planning anything
Alpha - make rough drafts / prototypes and test them with your users until you get something you’re confident meets the needs you’ve discovered
Beta - for scaling up. You firm up your Alpha, put the right infrastructure in place and make it public BEFORE IT IS FINISHED
Live - you’re confident it meets your user needs BUT you don’t stop developing and testing
To meet the goals of the wider government strategy, our aim was to improve digital capability
We interviewed users from these two groups and ran group sessions to discover their needs around
Learning
Working digitally
Along the way we also realised we needed to *define* digital capability too, which I’ll come to.
Discovered some interesting and unexpected things.
I’d assumed it might be just a training issue, but actually the role of risk aversion and leadership came through really strongly
You can turn those findings into user stories [Flag up extract from gds service manual]
And you can display them on the wall to remind you of your main focus
This was a discovery output from our interviews and group sessions - to help us develop a scale to measure our success
It also set us a useful scope for the work we could do
In Agile, you go for a “Minimum Viable Product”
What is the smallest thing you could deliver in its entirety to meet the need?
The learning you’ll gain from doing a small slice quickly can then usefully inform you as you take the next slice
This works really well if you’re doing something that’s breaking new ground
It means you don’t try to plan too much in a situation where you’re uncertain how people will react to your product
This was the plan for what we did next
We ran various types of sessions with staff (workshops, lunch and learn)
Content was updated and improved after each session, iterating on what had worked and what hadn’t.
All staff involved knew we were developing the sessions - no pretence this was a finished product
Example of useful finding - too much content is counterproductive, only so much you can get across
Received 100% positive feedback on sessions
A review of our Alphas
A review of our Alphas
As I said, too much content is a bad thing - we knew what worked by the end of Alpha phase
> The discovery had lasted months not weeks
> Leadership changed and priorities changed, this was no longer as important as other things
> Still a really valuable learning experience, and materials still being used a year later
It’s for software development but the principles remain the same for any project
Users = the people who use your product or service
Stakeholders = the people who have an INTEREST in your product or service (some of whom are users)
I would argue that Pilots are more similar to Beta phase, it’s a near finished article that you go public with and test
It is vital that your users lead you to where you are going, not just act as an influence
This is hard when Ministers and leaders have a fixed idea of what they want
GDS blog is a goldmine
It’s a common theme
People who have risen to positions of authority doing things in a particular way don’t always want to do things any other way
They are comfortable with what they know, so have some empathy with their situation rather than getting angry!
The CS works on hierarchies. Can you find someone in the hierarchy to approach about this? Say you’re hoping to learn from them, you have ideas etc. Failing a direct meeting, how about private office?
Grace Hopper was a pioneering computer coder in the US Navy, and she coined this phrase.
Does anyone need to know *how* you do things now, as long as they get done?
Can you get a quick win, make your seniors look good then present how you did it once it’s working?
If you answer no to either of these, be aware of the risk you’d be taking - I’m not advocating lying to your boss...
You are the leaders of the future. We need you to be bold.