Tools for Change: Introduction to agile
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Overview course presented by Alex Shiell of Rushmoor Council as part of the Tools for Change programme
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Tools for Change: Introduction to agile
- 1. Before we start… Think of a project, or part of project, that was successful. What contributed to its success? What does Agile mean to you? Vote for the most important content for you
- 2. What is New Ways of Working? • A programme of work enabling us to respond to change that leads to: New measures of success Reduced cost & savings People working in new ways Flexible and responsive services
- 3. • Process mapping • Talking to service users and/or residents • Data analysis Understanding how we work now • Test new ways of working • Refine processes and systems • Develop service offer Design and test new ways of working •Right Skills & capabilities •New performance measures •Systems rationalisation Embed •New job roles •Service redesign •Continuous improvement Sustain Approach to service improvements
- 4. Tools For Change Training Programme Skills to design & deliver change Understand people & communities Value diversity Changing needs of our communities & changing context Flexible workforce, learning culture £2 million savings through new ways of working Agile Efficient Innovative Empower everyone to improve things Permission Collaborate Learn from each other
- 7. Introduction to Agile Alex Shiell Projects and Improvement Manager Rushmoor Borough Council
- 8. Agile isn’t new, it’s just common sense rebranded • Martyn Puddephatt, Agile Consultant https://blog.usejournal.com/agile-isnt-new-it-s-just-common-sense-rebranded-d4238a40c800
- 9. These things are important: • Process, tools and governance • Writing things down • Negotiating • Following a plan
- 10. But these things are more important: • Empowering people with the right skills to work together • Delivering valuable work often • Collaborating • Responding to change
- 11. This is the Agile manifesto • https://agilemanifesto.org/
- 13. Waterfall works when we have high certainty and potential for change is low
- 14. Fixed Estimated
- 15. Use waterfall when: • High certainty • Low potential for change • Fixed scope • It makes sense to deliver everything at the end
- 16. Use agile when: • Low certainty • High potential for change • Fixed time and resources • It makes sense to deliver value over time
- 18. Teams of 4 to 5 with some pencils, scissors and some Easter Eggs Your goal is to provide as many coloured, paper eggs as possible. Eggs need to be cut around the edges and coloured within lines. Each egg needs to be coloured by at least two people. Two different colours must be used and different colours can’t be used in the same area (within edges).
- 19. The Waterfall round • 3 minutes planning, 6 minutes doing and 3 minutes learning • Each team member must be assigned a specific role: cutters, colourers and checkers • Each team member can only perform a role they are assigned to.
- 20. The Agile round • 3 iterations of 1 minute planning, 2 minutes doing and 1 minute learning • Anyone can do any role at any time
- 21. What did you learn?
- 23. Let’s talk about Agile fake news
- 25. Exploring the problems Learning just enough to start experimenting Discovery (pre-project)
- 26. What are we trying to learn or prove? Who are the users? What are we operating? What are we saying? What are our assumptions? What are our dependencies? What capabilities do we need? Jamie Arnold, Former GOV.UK Programme Delivery Manager https://www.jamiearnold.com/blog/2014/07/22/seven-questions-to-build-a-roadmap
- 27. Testing possible solutions Learning just enough to start doing something Prototype (project initiation)
- 28. Delivering value to our users Learning just enough to check we’re doing the right things Build (project execution)
- 29. What went well and we should continue doing? What didn’t work and we should stop doing? Retrospective What did you learn? What should we start doing next time?
- 30. So what does it mean to work in an Agile way?
- 31. Be on time Communicate! Focus on needs
- 32. Small progressive changes Communicate! Deliver value regularly and often
- 34. Watch the video
- 35. Planning an agile project “Making it up as we go”
- 38. A real example! Rushmoor’s CRM project
- 39. More consistent customer service Fewer systems used to respond to customers Vision Use data on customer demand to inform decisions Redesigned processes and services
- 40. Feb - Apr Improvements and defect fixes Process redesign technical discoveries Complete waste services Start payments integration Prototype: council tax e-billing Beta: check I’m registered to vote May - Jul Improvements and defect fixes Process redesign priorities Complete payments integration Beta: council tax e-billing Parking integration Environmental report services Aug – Oct Improvements and defect fixes Process redesign priorities Predictive analytics Telephony integration Handover and close Roadmap
- 41. Feb - Apr
- 42. Now
Notas del editor
- NWOW includes service development projects and culture change – see slides 2 & 3
- Service improvement projects have been underway since summer 2019 and work through these stages. A programme of projects has been agreed by Heads Of Service and is being reviewed to ensure it is in line with the new Council strategy and priorities. Examples of projects include Council Tax Team, Enforcement Team…
- NWOW includes giving members of staff at all levels the skills to design & deliver change Small changes by individuals and groups of staff can add up to something big. E.g. Olympic cycling team – put in place over 200 small changes to equipment, health habits, motivation, processes etc., and it added up to Olympic Gold It has been estimated that in most workplaces, each member of staff has complete control over about 15% of their work; if everybody changes something within that 15%, it adds up. The foundations of this house (or whatever it is!) are the drivers for change. Explain that £2M in 4 years isn't huge in comparison to most other LAs, and the aim is to make steady progress in identifying efficiencies and savings so that we don't face bigger cuts in a few years' time
- As much as possible of the more important things Just enough of the less important things.
- Let’s take a look at waterfall. Stakeholders lined up to watch. They select some people to do a project (or go down the waterfall) Head up to the top and do some feasibility (what do we need to go over this waterfall) Then they do some planning (where are we going to go over this waterfall?) Before they start building something, they design what they need to do (which part of the bottom are we aiming for?) Then they begin building with no changes (weeeeee!) They test what they’ve built and fix anything that’s broken (did they make it down alive?) The outputs go live (they’re alive!) Then it’s handed over to support (medical attention needed!!)
- “Agile is quicker” – Not necessarily, while we fix time we don’t guarantee what will be delivered in that time. Waterfall methods can be more efficient, but only if we have very precise requirements that we know exactly how to deliver. Think house building! “Agile is a thing you do” – Agile is primarily a mindset, backed up with some principles and with a huge array of methodologies, tools and process. Beware of doing agile instead of being agile. It can mean you’re following the methods but forgetting the mindset and principles. “Agile means having less control” – Agile without governance is chaos. Self-organising doesn’t mean self-directing. You need just enough governance to constrain the projects within some reasonable bounds. “Agile means no documentation/no plans”. – No it doesn’t. It just prioritises delivering value and responding to change. You need just enough documentation and planning to allow you to meet your objectives. “Agile is for IT” – Use google to see just how many areas Agile is being used for. “Agile means doing Scrum” - There are many methodologies available, Scrum is just the most popular for now. Use bits of what makes sense from what’s available. “We’re agile because we’re doing X” – Check how agile you are against the manifesto and principles, not by how often you do stand ups and retrospectives. When was the last time you spoke to a user? “Agile is an alternative to PRINCE2/MSP” – They are compatible, but use just enough for what you need to do the job. See Prince2 Agile and Agile MSP. Change from sequential to incremental – see stages in Prince2 “Agile means remote working or hot desking” – Agile values communication and collaboration. While you can do this remotely or spread out, it isn’t as good. That doesn’t mean never remote work, it has other benefits. Just remember that your team will work at their best when they are co-located in the same physical space.
- This is “full” PRINCE2. Vital for building very long complicated railway lines between cities… It’s a bit much for most of what we do. It’s entirely compatible, but we don’t need all of it. If you’ve done PRINCE2, you’ll see I’ve linked typical agile stages with their PRINCE2 equivalent. If you haven’t, sorry for putting you off for life!
- From GDS: [Discovery] means learning about: your users and what they’re trying to achieve any constraints you’d face making changes to how the service is run - for example because of technology or legislation the underlying policy intent you’ve been set up to address - this is the thing that government wants to change or make happen opportunities to improve things - by sharing data with other teams, for example https://www.gov.uk/service-manual/agile-delivery/how-the-discovery-phase-works
- From GDS: Sometimes this just means testing the riskiest assumptions https://www.gov.uk/service-manual/agile-delivery/how-the-alpha-phase-works
- Build a thing – learn from that – keep adding and improving that thing. Check back to principles: Small progressive changes (each one building on the last) Delivering value regularly and often Be on time – prioritise the most important things – your view on this will change!
- Interested in: Value to their work Learning methods Content Exercises
- Many organisations and methodologies have their own Agile principles, for example: Government Digital Service: https://www.gov.uk/guidance/government-design-principles AgilePM (aka DSDM): https://agilepm.wiki/Principles There are also principles alongside the Agile manifesto: https://agilemanifesto.org/principles.html These are some of the most common ones that everyone tends to agree with.
- What are the needs of my users and stakeholders? Be on time, do less. Force prioritisation to make sure only the most important things get done. Keep communicating until you’ve communicated too much. And then keep communicating!
- Divide your work into small chunks that can be delivered early to give some value. Do this regularly and often to demonstrate momentum and build trust. This means that change is small, has less impact and can be managed more effectively. People can acclimatise quicker compared to big changes. You can communicate this through show and tells – so even if your value delivered isn’t a “thing”, you can demonstrate you’re doing stuff.
- Collaborate! Get everyone who has a stake in the work involved. This will include all those central functions (IT, Audit, Finance, Procurement, Legal, Governance, HR etc), the service(s) you’re working with, the users who will benefit from your thing and their representatives. You want a mix of people able to make decisions and those “at the coal face”. Ideally empower those “at the coal face” to make decisions (within reasonable constraints!). Collaborate in person, working regularly in the same space as a group. Small teams (5 – 9 people). Demonstrate control through communicating! Show and tells, highlight reports, internal comms. Don’t underestimate the power of a well timed, informal conversation with the right people.
- Collaborate! Get everyone who has a stake in the work involved. This will include all those central functions (IT, Audit, Finance, Procurement, Legal, Governance, HR etc), the service(s) you’re working with, the users who will benefit from your thing and their representatives. You want a mix of people able to make decisions and those “at the coal face”. Ideally empower those “at the coal face” to make decisions (within reasonable constraints!). Collaborate in person, working regularly in the same space as a group. Small teams (5 – 9 people). Demonstrate control through communicating! Show and tells, highlight reports, internal comms. Don’t underestimate the power of a well timed, informal conversation with the right people.