Notes

Jamie Arnold on agile service delivery by gdsteam

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<img class="featurable" style="max-height:300px;max-width:400px;" itemprop="image" src="http://ambysoft.com/artwork/agileLifecycleDetailed.jpg" alt="General-introduction-to-AbD - Agile - Agile Software Development - Technology &amp; Engineering"><span style="display:none" itemprop="caption">Agile Digital Services (AgileDS™) - APMG International</span>
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<h1 style="clear:both" id="content-section-0">All About Product Discovery: ​A Practical Guide for Agile Teams (2021)<br></h1>
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<p class="p__0">We use some vital cookies to make this site work. We want to set additional cookies to understand how you utilize GOV.UK, remember your settings and enhance federal government services. We also utilize cookies set by other sites to assist us deliver content from their services.</p>
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<p class="p__1">GOV.UK is relied on by millions of people every day to access crucial services and details. Material published on GOV.UK can move monetary markets. GOV.UK is an essential part of our nationwide infrastructure. However GOV.UK differs from many other pieces of nationwide facilities in one regard: we built it and we run it utilizing nimble.</p>
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<p class="p__2">GOV.UK has actually always been and will continue to be nimble at scale. However being agile does not mean simply installing a methodology and then religiously staying with that approach. It means adapting what we do based upon what we have actually learned. And continuous improvement tools consists of adjusting our ways of working. A little while ago we found out that we had a few obstacles with GOV.UK delivery.</p>
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<img class="featurable" style="max-height:300px;max-width:400px;" itemprop="image" src="https://gds.blog.gov.uk/wp-content/uploads/sites/60/2012/10/img_4810-1024.jpg" alt="Agile Digital Services (AgileDS™) - APMG International"><span style="display:none" itemprop="caption">Agile Digital Services (AgileDS™) - APMG International</span>
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<h1 style="clear:both" id="content-section-1">Integrating Design Sprints into GDS phases - by Philip Watson Fundamentals Explained<br></h1>
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<p class="p__3">Here's what we did and what we discovered. We built GOV.UK very rapidly. It introduced in 2012 and simply over a year later on it was hosting all the content for 24 ministerial departments and 330 organisations. By 2015, it had changed the websites of 1,882 federal government organisations. However doing all this had actually come at an expense.</p>
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<p class="p__4">And the number of people working on the programme had actually fluctuated, meaning that there wasn't much stability. As the programme grew, it was time to step back and examine our ways of working. By the start of in 2015, we noticed 4 issues that were affecting delivery: as deadlines could be flexible, often work wasn't stopping higher clearness was required on the most important issues research effort wasn't always shown in shipment we had a lot of possible single points of failure So we put in location a new way of working to handle these.</p>
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<p class="p__5">That was due to the fact that every 3 months we desired a real re-evaluation point where we could state: "Do we absolutely desire or need this work to continue? What is the engaging proposition for another 3 months on it?". We kept the time duration short because we wished to integrate in the versatility so that we might alter instructions, if we required to.</p>
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Website: https://telegra.ph/WATCH-How-UK-GDS-does-Agile---AGL-Association-06-23