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An agile life in GDS projects - Scott Logic Blog

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GDS on Twitter: GDS Agile Coaching Session - gdsteam - Flickr


Phases of agile delivery - Digital.NSW Can Be Fun For Everyone


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GOV.UK is counted on by millions of people every day to gain access to crucial services and info. Material published on GOV.UK can move monetary markets. GOV.UK is an essential part of our national facilities. But GOV.UK varies from most other pieces of nationwide infrastructure in one respect: we constructed it and we run it using nimble.


GOV.UK has actually constantly been and will continue to be nimble at scale. However being agile does not suggest merely installing a method and after that consistently sticking to that approach. It indicates adjusting what we do based on what we've learned. And this includes adjusting our ways of working. A bit ago we found out that we had a couple of obstacles with GOV.UK delivery.


From grief to agilitySince the post on our agile journey… - by Steven Koh  - Government Digital Services, SingaporeBuilding an Agile Team from Scratch - by Poh Kah Kong - Government Digital Services, Singapore


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Here's what we did and what we found out. We developed GOV.UK really quickly. 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 actually changed the websites of 1,882 government organisations. But doing We are Lean and Agile had actually come at a cost.


And the number of people dealing with the programme had fluctuated, implying that there wasn't much stability. As the programme grew, it was time to go back and review our methods of working. By the beginning of last year, we discovered 4 problems that were impacting delivery: as due dates could be flexible, sometimes work wasn't stopping higher clearness was required on the most crucial issues research study effort wasn't constantly shown in shipment we had a lot of possible single points of failure So we put in place a brand-new way of working to deal with these.


That was since every 3 months we desired a genuine re-evaluation point where we could say: "Do we certainly desire or require this work to continue? What is the compelling proposal for another 3 months on it?". We kept the time duration short since we wanted to build in the versatility so that we might change instructions, if we required to.



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