Future of Government ICT 2016

Keynote from the Salford University Future of Government ICT conference. Really two talks compressed into one 30 minute slot!

- The first section plunders from standard GDS decks to cover the big themes of what GDS is doing
- The second section touches on what some of the themes in this are for how we think about tech/ICT.

Transcript

1. James Stewart Director of Technical Architecture
 Government Digital Service
 @jystewart
2. The UK is setting the standard for digital government GDS @jystewart Over the last four years the way the UK has taken up digital transformation has become the model for how the rest of the world does this stuff
3. Information and services Information and services Government A-Z About this site Site menu Govt.nz Connecting you with government information and services Government A-Z Government A-Z Information and services Information and services About Govt.nz About Govt.nz Search govt.nz ! We've rebuilt newzealand.govt.nz - tell us what you think Births, deaths, marriages Certificates, ID, wills, relationships, name change, pregnancy, divorce. Citizenship and immigration Residency, visas, work and study in NZ. Community, arts and sport Tramping and camping, funding, fishing and volunteering. Consumer rights Consumer disputes, complaints, scams and fraud. Crime, law and justice Jury, fines, prison and neighbourhood issues. Driving and transport Driver licences, tickets and fines, WOFs and registration. Education and training School terms, special education, student loans and apprenticeships. Emergencies and disasters Civil defence alerts and emergency planning. Environment and climate Conservation, daylight saving, natural resources and weather. Health Public funded healthcare, GPs, children's health. History, culture and heritage Historical records, Māori culture, family history. Housing and property Buying, selling, renting, renovating and building. Internet, media and communication TV and radio, online security, advertising. Money, benefits and tax Financial help, NZ Super, paying tax and KiwiSaver. Parliament and politics Parliament and elections, official information requests and have your say. Passports, travel and tourism Visit NZ, go overseas to visit or live. Work and jobs Holidays and time off, paying ACC, redundancy and working for yourself. Rules reduction taskforce The Rules Reduction Taskforce is looking at updating housing and property rules in New Zealand. Compliance Matters for small business If you’re a small business owner you can manage all of your compliance requirements with a new tool from business.govt.nz New duty free rules for cigarettes and tobacco The limit for duty free tobacco coming into NZ is now only 50 cigarettes or 50 grams of cigars or tobacco products. If you exceed this limit and declare it you will be charged duty and GST. If you don't declare anything over the limit, your tobacco will be seized and you can be prosecuted. Business advice and support business.govt.nz has information and tools designed specifically for small and medium-sized businesses and the people who support them. More on Govt.nz Popular pages 2015 school holidays Rules reduction submissions Benefits from Work and Income School zones and school reviews Moving to Australia Government jobs Apply for a visa to work in NZ temporarily Divorce, custody of children and shared property 2014 school holidays Buying a house, apartment or a rental property Government in New Zealand Find out how government works in New Zealand and how to get involved. " Births, deaths, marriages Citizenship and immigration Community, arts and sport Consumer rights Crime, law and justice Driving and transport Education and training Emergencies and disasters Environment and climate Health History, culture and heritage Housing and property Internet, media and communication Money, benefits and tax Parliament and politics Passports, travel and tourism Work and jobs # Crown entities Departments (non-public service) Departments (public service) Governor-General Local government Mixed ownership model companies Non-government organisations Offices of Parliament Other public sector organisations Public Finance Act schedule 4 organisations Public Finance Act schedule 4A companies Reserve Bank of New Zealand Service centres and agencies State-owned enterprises Download government contact details $ We're Govt.nz Announcements The Govt.nz style guide Feedback Copyright Privacy statement Contact us Terms of use Who runs this site Analytics for Govt.nz API % Home Services A-Z Government A-Z Search RSS Feed Back to top © Copyright 2014 Govt.nz Unless indicated otherwise, all content on Govt.nz is licensed for re-use under a Creative Commons Attribution 3.0 New Zealand Licence Delivery is the strategy. 18F builds effective, user-centric digital services focused on the interaction between government and the people and businesses it serves. We help agencies deliver on their mission through the development of digital and web services. Our newly formed organization, within the General Services Administration, encompasses the Presidential Innovation Fellows program and an in-house digital delivery team. We’re doers, recruited from the most innovative corners of industry and the public sector, who are passionate about driving efficiency, transparency, and savings for government agencies and the American people. We make easy things easy, and hard things possible. Why we use HTTPS for every .gov we make Posted on 13 November 2014. Tagged / security / https / policy / by Eric Mill The .gov in government websites carries a lot of weight. Citizens expect government websites to be secure, trustworthy, and reliable. Citizens expect that anything they read on a .gov website to be official, and they expect any information they submit to that website — especially if they're submitting personal information — to be sent safely and only to the government. On today's Internet, in today's web browsers, HTTPS (https://) offers the strongest guarantee of reliable information and secure transmission. Continue reading... How to Run Your Own 3-Sprint Agile Workshop Posted on 21 October 2014. Tagged / agile / 18F Consulting Services / how we work / workshop / our projects / by Robert L. Read, PhD, Hillary Hartley, and Sarah Allen You can’t learn Agile software development from a book any more than you can learn to perform a one-handed jump shot without repeatedly tossing a basketball in the hoop. You can read a book about the basic idea, you can read a book to get started, and you can read a book about refining your technique, but in the end you have to practice. Continue reading... 18F Open Source Hack Series: Midas Posted on 01 October 2014. Tagged / open source / how we work / midas / 18F invites designers and developers from inside and outside of government to join us for a flurry of coding and sketching. Midas is an open source project in active development by 18F, Health & Human Services (HHS) IDEA Lab and the State Department. A small cross-agency team, dedicated to launching this product to empower passionate civil servants and aspiring diplomats all over the world. Continue reading... Read all blog entries. An official website of the United States Government Jamie Albrecht Sarah Allen Leah Bannon David Best Mike Bland Greg Boone Nick Brethauer Nick Bristow Gray Brooks Jeremy Can!eld Chris Cairns Dave Caraway fThe Olympus Supercomputer (ENERGY.GOV) Building the 21st century digital government. < news /> < team /> U.S. Digital Services Playbook The American people expect to interact with government through digital channels such as websites, email, and mobile applications. By building better digital services that meet the needs of the people that use our services, we can make the delivery of our policy and programs more effective. Today, too many of our digital services projects do not work well, are delivered late, or are over budget. To increase the success rate of these projects, the U.S. Government needs a new approach. We created a playbook of 13 key “plays” drawn from successful best practices from the private sector and government that, if followed together, will help government build effective digital services. SEE THE PLAYS HELP IMPROVE THIS CONTENT DIGITAL SERVICE PLAYS 1. Understand what people need 2. Address the whole experience, from start to finish 3. Make it simple and intuitive 4. Build the service using agile and iterative practices 5. Structure budgets and contracts to support delivery 6. Assign one leader and hold that person accountable 7. Bring in experienced teams 8. Choose a modern technology stack 9. Deploy in a flexible hosting environment 10. Automate testing and deployments 11. Manage security and privacy through reusable processes 12. Use data to drive decisions 13. Default to open IN DETAIL Understand what people need We must begin digital projects by exploring and pinpointing the needs of the people who will use the service, and the ways in which the service will fit into their lives. Whether the users are members of the public or government employees, policy makers must include real people in their design process from the very beginning. The needs of people — not constraints of government structures or silos — should drive technical and design decisions. We need to continually test the products we build with real people to keep us honest about what is important. checklist Early in the project, spend time with current and prospective users of the service Use a range of qualitative and quantitative user research methods to determine people’s goals, needs, and behaviors; be thoughtful about the time spent Test prototypes of possible solutions with real people, in the field if possible Document the findings about user goals, needs, behaviors, and preferences Share findings with the team and agency leadership Create a prioritized list of user stories, which are short descriptions of the goals the user is trying to accomplish As the digital service is being built, regularly test it with potential users to ensure it will meet peoples’ needs key questions What user needs will this service address? Why does the user want or need this service? Who are your key users? Which people will have the most difficulty with your service? What research methods were used? What were the key findings from users’ current experience? How were the findings documented? Where can future team members access the documentation? How often are you testing with real people? PLAY 1 Address the whole experience, from start to finish PLAY 2 3 GDS The world is following our lead @jystewart We’ve just hosted a visit from our US counterparts USDS and 18F, New Zealand are using our code, we’re referenced by thinkers like Pia Mancini transforming democratic engagement around the world
4. Information and services Information and services Government A-Z About this site Site menu Govt.nz Connecting you with government information and services Government A-Z Government A-Z Information and services Information and services About Govt.nz About Govt.nz Search govt.nz ! We've rebuilt newzealand.govt.nz - tell us what you think Births, deaths, marriages Certificates, ID, wills, relationships, name change, pregnancy, divorce. Citizenship and immigration Residency, visas, work and study in NZ. Community, arts and sport Tramping and camping, funding, fishing and volunteering. Consumer rights Consumer disputes, complaints, scams and fraud. Crime, law and justice Jury, fines, prison and neighbourhood issues. Driving and transport Driver licences, tickets and fines, WOFs and registration. Education and training School terms, special education, student loans and apprenticeships. Emergencies and disasters Civil defence alerts and emergency planning. Environment and climate Conservation, daylight saving, natural resources and weather. Health Public funded healthcare, GPs, children's health. History, culture and heritage Historical records, Māori culture, family history. Housing and property Buying, selling, renting, renovating and building. Internet, media and communication TV and radio, online security, advertising. Money, benefits and tax Financial help, NZ Super, paying tax and KiwiSaver. Parliament and politics Parliament and elections, official information requests and have your say. Passports, travel and tourism Visit NZ, go overseas to visit or live. Work and jobs Holidays and time off, paying ACC, redundancy and working for yourself. Rules reduction taskforce The Rules Reduction Taskforce is looking at updating housing and property rules in New Zealand. Compliance Matters for small business If you’re a small business owner you can manage all of your compliance requirements with a new tool from business.govt.nz New duty free rules for cigarettes and tobacco The limit for duty free tobacco coming into NZ is now only 50 cigarettes or 50 grams of cigars or tobacco products. If you exceed this limit and declare it you will be charged duty and GST. If you don't declare anything over the limit, your tobacco will be seized and you can be prosecuted. Business advice and support business.govt.nz has information and tools designed specifically for small and medium-sized businesses and the people who support them. More on Govt.nz Popular pages 2015 school holidays Rules reduction submissions Benefits from Work and Income School zones and school reviews Moving to Australia Government jobs Apply for a visa to work in NZ temporarily Divorce, custody of children and shared property 2014 school holidays Buying a house, apartment or a rental property Government in New Zealand Find out how government works in New Zealand and how to get involved. " Births, deaths, marriages Citizenship and immigration Community, arts and sport Consumer rights Crime, law and justice Driving and transport Education and training Emergencies and disasters Environment and climate Health History, culture and heritage Housing and property Internet, media and communication Money, benefits and tax Parliament and politics Passports, travel and tourism Work and jobs # Crown entities Departments (non-public service) Departments (public service) Governor-General Local government Mixed ownership model companies Non-government organisations Offices of Parliament Other public sector organisations Public Finance Act schedule 4 organisations Public Finance Act schedule 4A companies Reserve Bank of New Zealand Service centres and agencies State-owned enterprises Download government contact details $ We're Govt.nz Announcements The Govt.nz style guide Feedback Copyright Privacy statement Contact us Terms of use Who runs this site Analytics for Govt.nz API % Home Services A-Z Government A-Z Search RSS Feed Back to top © Copyright 2014 Govt.nz Unless indicated otherwise, all content on Govt.nz is licensed for re-use under a Creative Commons Attribution 3.0 New Zealand Licence Delivery is the strategy. 18F builds effective, user-centric digital services focused on the interaction between government and the people and businesses it serves. We help agencies deliver on their mission through the development of digital and web services. Our newly formed organization, within the General Services Administration, encompasses the Presidential Innovation Fellows program and an in-house digital delivery team. We’re doers, recruited from the most innovative corners of industry and the public sector, who are passionate about driving efficiency, transparency, and savings for government agencies and the American people. We make easy things easy, and hard things possible. Why we use HTTPS for every .gov we make Posted on 13 November 2014. Tagged / security / https / policy / by Eric Mill The .gov in government websites carries a lot of weight. Citizens expect government websites to be secure, trustworthy, and reliable. Citizens expect that anything they read on a .gov website to be official, and they expect any information they submit to that website — especially if they're submitting personal information — to be sent safely and only to the government. On today's Internet, in today's web browsers, HTTPS (https://) offers the strongest guarantee of reliable information and secure transmission. Continue reading... How to Run Your Own 3-Sprint Agile Workshop Posted on 21 October 2014. Tagged / agile / 18F Consulting Services / how we work / workshop / our projects / by Robert L. Read, PhD, Hillary Hartley, and Sarah Allen You can’t learn Agile software development from a book any more than you can learn to perform a one-handed jump shot without repeatedly tossing a basketball in the hoop. You can read a book about the basic idea, you can read a book to get started, and you can read a book about refining your technique, but in the end you have to practice. Continue reading... 18F Open Source Hack Series: Midas Posted on 01 October 2014. Tagged / open source / how we work / midas / 18F invites designers and developers from inside and outside of government to join us for a flurry of coding and sketching. Midas is an open source project in active development by 18F, Health & Human Services (HHS) IDEA Lab and the State Department. A small cross-agency team, dedicated to launching this product to empower passionate civil servants and aspiring diplomats all over the world. Continue reading... Read all blog entries. An official website of the United States Government Jamie Albrecht Sarah Allen Leah Bannon David Best Mike Bland Greg Boone Nick Brethauer Nick Bristow Gray Brooks Jeremy Can!eld Chris Cairns Dave Caraway fThe Olympus Supercomputer (ENERGY.GOV) Building the 21st century digital government. < news /> < team /> U.S. Digital Services Playbook The American people expect to interact with government through digital channels such as websites, email, and mobile applications. By building better digital services that meet the needs of the people that use our services, we can make the delivery of our policy and programs more effective. Today, too many of our digital services projects do not work well, are delivered late, or are over budget. To increase the success rate of these projects, the U.S. Government needs a new approach. We created a playbook of 13 key “plays” drawn from successful best practices from the private sector and government that, if followed together, will help government build effective digital services. SEE THE PLAYS HELP IMPROVE THIS CONTENT DIGITAL SERVICE PLAYS 1. Understand what people need 2. Address the whole experience, from start to finish 3. Make it simple and intuitive 4. Build the service using agile and iterative practices 5. Structure budgets and contracts to support delivery 6. Assign one leader and hold that person accountable 7. Bring in experienced teams 8. Choose a modern technology stack 9. Deploy in a flexible hosting environment 10. Automate testing and deployments 11. Manage security and privacy through reusable processes 12. Use data to drive decisions 13. Default to open IN DETAIL Understand what people need We must begin digital projects by exploring and pinpointing the needs of the people who will use the service, and the ways in which the service will fit into their lives. Whether the users are members of the public or government employees, policy makers must include real people in their design process from the very beginning. The needs of people — not constraints of government structures or silos — should drive technical and design decisions. We need to continually test the products we build with real people to keep us honest about what is important. checklist Early in the project, spend time with current and prospective users of the service Use a range of qualitative and quantitative user research methods to determine people’s goals, needs, and behaviors; be thoughtful about the time spent Test prototypes of possible solutions with real people, in the field if possible Document the findings about user goals, needs, behaviors, and preferences Share findings with the team and agency leadership Create a prioritized list of user stories, which are short descriptions of the goals the user is trying to accomplish As the digital service is being built, regularly test it with potential users to ensure it will meet peoples’ needs key questions What user needs will this service address? Why does the user want or need this service? Who are your key users? Which people will have the most difficulty with your service? What research methods were used? What were the key findings from users’ current experience? How were the findings documented? Where can future team members access the documentation? How often are you testing with real people? PLAY 1 Address the whole experience, from start to finish PLAY 2 4 GDS These are exciting times to be working in government @jystewart but there’s a lot more to do
5. I’m going to talk about… GDS @jystewart
6. 1. What we’ve done 2. How we did it 3. What we’re doing now 4. What that means today
7. 1. What we’ve done
8. You might recognise some what we’ve done, but probably not all of it… GDS @jystewart We work on a lot of things, some very public you might be users of, some not.
9. Benefits Includes tax credits, eligibility and appeals Births, deaths, marriages and care Parenting, civil partnerships, divorce and Lasting Power of Attorney Business and self-employed Tools and guidance for businesses Citizenship and living in the UK Voting, community participation, life in the UK, international projects Crime, justice and the law Legal processes, courts and the police Disabled people Includes carers, your rights, benefits and the Equality Act Driving and transport Includes vehicle tax, MOT and driving licences Education and learning Includes student loans, admissions and apprenticeships Employing people Includes pay, contracts and hiring Environment and countryside Includes flooding, recycling and wildlife Housing and local services Owning or renting and council services Money and tax Includes debt and Self Assessment Passports, travel and living abroad Includes renewing passports and travel advice by country Visas and immigration Visas, asylum and sponsorship Working, jobs and pensions Includes holidays and finding a job Election 2015 The latest updates from government, following the general election on 7 May. Vehicle tax has changed You no longer need a paper tax disc for your vehicle. You can renew your vehicle tax online and pay by direct debit. Find a job Use Universal Jobmatch to find full or part- time work in Great Britain and abroad. 24 Ministerial departments 331 Other agencies and public bodies The websites of all government departments and many other agencies and public bodies have been merged into GOV.UK. Here you can see all policies, announcements, publications, statistics and consultations. More on GOV.UK Most active Universal Jobmatch job search Log in to student finance Passport fees Jobseeker's Allowance Council Tax bands Running a limited company Driving theory test Vehicle tax rates Renew vehicle tax (tax disc) VAT rates UK bank holidays Check the dates for bank holidays in England, Wales, Scotland and Northern Ireland. Benefits Births, deaths, marriages and care Business and self-employed Citizenship and living in the UK Crime, justice and the law Disabled people Driving and transport Education and learning Employing people Environment and countryside Housing and local services Money and tax Passports, travel and living abroad Visas and immigration Working, jobs and pensions Services and information How government works Departments Worldwide Policies Publications Announcements Departments and policy Is there anything wrong with this page? Help Cookies Contact Rhestr o Wasanaethau Cymraeg Built by the Government Digital Service © Crown copyright Blocked Plug-in GOV.UK Welcome to GOV.UK The best place to find government services and information Simpler, clearer, faster Popular on GOV.UK Universal Jobmatch job search Renew vehicle tax (tax disc) Log in to student finance Book your theory test Employment and Support Allowance All content is available under the Open Government Licence v3.0, except where otherwise stated Search GOV.UK GOV.UK 25 redesigned services GOV.UK Verify Assisted digital support Digital skills in government Digital Marketplace Better, cheaper technology Saved billions GDS www.gov.uk GOV.UK, the single domain, home to hundreds of departments and agencies and the first our platforms
10. GOV.UK 25 redesigned services GOV.UK Verify Assisted digital support Digital skills in government Digital Marketplace Better, cheaper technology Saved billions GDS www.gov.uk/transformation 25 services in eight departments, transforming major transactions with the state. From voter registration to applying for carer[s allowance The case studies will talk in more detail about this later
11. BETA The new way to prove who you are online, so you can use government services safely www.gov.uk/verify GOV.UK 25 redesigned services GOV.UK Verify Assisted digital support Digital skills in government Digital Marketplace Better, cheaper technology Saved billions GDS www.gov.uk/verify GOV.UK Verify – the new way to prove who you are to government. A platform for identity
12. GOV.UK 25 redesigned services GOV.UK Verify Assisted digital support Digital skills in government Digital Marketplace Better, cheaper technology Saved billions GDS assisteddigital.blog.gov.uk Supporting those who cannot or do not currently use online services through assisted digital and digital inclusion
13. GOV.UK 25 redesigned services GOV.UK Verify Assisted digital support Digital skills in government Digital Marketplace Better, cheaper technology Saved billions GDS Improving the digital literacy of civil servants, understanding what’s capable, giving them the skills to build, improve and run digital services
14. Log in Create account Digital Marketplace Digital Marketplace Cloud technology and support Choose a category All categories Platform as a Service (803) Filter your results 803 results Atos Accredited Secure Cloud – Platform as a Service (IL3) for Cloud by Atos IT Services UK Ltd System software ▶ Benefit from GPG13 compliant Protective Monitoring and Server Management tooling built into the service for PaaS only ▶ Use rapid and agile deployment of new services into the cloud, underpinned by automated provisioning tools within ASC... G-Cloud 5 Platform as a Service Mainframe as a Service by Capgemini UK plc Mainframe as a Service from Capgemini is an offering which provides an IBM Mainframe Service on demand to allow Customer access to flexible compute power and storage for data/ applications on an IBM System z Mainframe platform running z/OS. G-Cloud 5 Platform as a Service SharePoint Platform as a Service (PaaS) - Pan Government Secure Cloud Sharepoint by CSC Computer Sciences Limited assessment of the final solution. Specific Terms and Conditions will apply according to the level of service requested. Keywords: PaaS, Platform as a Service, Microsoft, Sharepoint, Consumption-based pricing, Consumption based, On premises, Off premises, Compliance... G-Cloud 5 Platform as a Service ResilienceXT for Application Development by Factonomy A rapid application development platform for Business Analysts & AGILE Developers building enterprise web applications for a variety of purposes. Using simplified XML syntax and techniques from functional programming to enable the rapid creation of ... G-Cloud 5 Platform as a Service Graphical Applications in the Cloud by Mds Technologies Ltd Graphics acceleration in the cloud is a service offering which enables organisations to host and deliver high resolution, hardware accelerated 3D graphic applications with GPU virtualization in the cloud.Virtual desktop infrastructure (VDI) no longer ne... G-Cloud 5 Platform as a Service Secure Client by Mds Technologies Ltd MDS are working with Becrypt to offer a secure client based on Becrypt’s tVolution secure operating system. tVolution offers a managed device platform which meets the Cabinet Office’s end user device strategy (October 2013) and is a flexible way of deli... G-Cloud 5 Platform as a Service Managed Internet Access (MIA) PACK by TENIAN Limited service with onsite Local Access Network (LAN) to minimise dependencies on any extant IT estate.This Platform as a Service (PaaS) offering is unique in enabling an organisation the freedom to access and operate online in cyberspace with a managed footprint... G-Cloud 5 Platform as a Service Web Conferencing for Liferay Portal (PaaS) by PFI Knowledge Solutions This service is an extension to 5050 PFIKSSP Liferay Portal in the Cloud ( PaaS), and brings a Web Conferencing app that lets users communicate through a loosely- coupled yet rich integration with Big Blue Button, the leading open-source online conferencing... G-Cloud 5 Platform as a Service Intelligus TeamWorXX Enterprise Search by PFI Knowledge Solutions This service is an extension to 50101 Intelligus TeamWorXX PaaS and offers you the advanced search capabilities of a number of open source products, all in one place. And you can customise it to your needs using a simple drag-and-drop interface.What you... G-Cloud 5 Platform as a Service Health Analytics by Health Analytics Ltd Health Analytics is an operational business intelligence system that is used at the front line of NHS patient care by Clinicians, CCGs and CSUs on their cloud infrastructure. By using Health Analytics tools and applications, they have the insight to rem... G-Cloud 5 Platform as a Service IDAM (Identity and Access Management) for Cloud Application by Zensar Technologies UK Ltd. Zensar provides Identity and Access Management (IDAM) applications/components, which are used to authenticate valid users and authorize them with correct working tasks. These applications have the following key functions: • Authenticating users with on-... G-Cloud 5 Platform as a Service Rapid Development Framework for building SaaS Application by Zensar Technologies UK Ltd. Zensar’s Rapid Development Framework provides SaaS based services such as multi- tenancy, subscription, metering and billing towards the rapid application development. Software as a Service (SaaS) is a range of services to the customers/tenants on demand... G-Cloud 5 Platform as a Service Microsoft Project Server 2013 Platform as a Service by Program Framework Microsoft Project Server 2013 is a flexible solution for project portfolio management (PPM) and everyday work. Deeply integrated with SharePoint 2013, Project Server 2013 enables organizations to improve project collaboration, prioritize project portfol... G-Cloud 5 Platform as a Service Cloud File Sync and Share by System Dynamics power and connectivity. This enables Node4 to offer an industry leading SLA of 99.999% for Cloud solutions. Keywords: IaaS, PaaS, UCaaS, Infrastructure as Service, Platform as a Service, Windows Server, Linux, OS, Storage, Secure, Secure Hosting, ISO, Production... G-Cloud 5 Platform as a Service Multi-platform design & development service by Kwame Corporation LTD Kwamecorp is an innovation agency, providing design & engineering solutions that can be deployed to the market for a user validation at an optimal speed. We specialise in custom mobile applications, content services, social networks and mobile Opera... G-Cloud 5 Platform as a Service Hosted learning platforms, portals and systems by Leo Learning Ltd We offer a range of services to design, build, launch, host and support learning platforms: Multi-device Learning Management Systems (LMS) and Virtual Learning Environments (VLE) Off-the-shelf learning platforms Custom learning platform solutions Learne... G-Cloud 6 Platform as a Service Database (Platform as a Service) by NTT DATA UK Limited Provides a wide variety of database platforms in a platform as a service offering. This service covers all key database technologies including Oracle, SQL Server, DB2, Sybase, Informix databases, DML (mainframes), and open source databases e.g. MySql an... G-Cloud 6 Platform as a Service Fordway DaaS SecurePlus by Fordway Fordway DaaS SecurePlus provides any PSN connected organisation or user subset's end user computing (EUC) requirements. Choice of streamed Windows virtual desktop or a managed Windows 7/8 client, or a combination, customised to client requirements, for ... G-Cloud 6 Platform as a Service WSO2 Managed Cloud by WSO2 UK Limited Outsource the management of your cloud to WSO2, with full operational support for WSO2 Private PaaS on dedicated Amazon Web Services virtual machines, in the region of your choice, with full monitoring, patching, updates, and guaranteed SLA. Requires AWS... G-Cloud 6 Platform as a Service iomart | Desktop as a Service by Storm Technologies VMware View based Virtual Desktop Infrastructure (VDI) as a service platform delivers desktop services direct from the UK, allowing organisations to address and embrace Bring Your Own Device (BYOD) and Mobile Working initiatives and offer users the free... G-Cloud 6 Platform as a Service BETA This is a beta service – please send your feedback to enquiries@digitalmarketplace.service.gov.uk GOV.UK Save search Pricing Minimum contract period Service management Datacentre tier Networks the service is directly connected to Interoperability Filter Search GOV.UK 25 redesigned services GOV.UK Verify Assisted digital support Digital skills in government Digital Marketplace Better, cheaper technology Saved billions GDS www.gov.uk/digital-marketplace Improving how government buys technology and digital services across the public sector
15. GOV.UK 25 redesigned services GOV.UK Verify Assisted digital support Digital skills in government Digital Marketplace Better, cheaper technology Saved billions GDS governmenttechnology.blog.gov.uk Improving the tools that civil servants use so they can do their jobs.
16. GOV.UK 25 redesigned services GOV.UK Verify Assisted digital support Digital skills in government Digital Marketplace Better, cheaper technology Saved billions GDS £500m savings 2012/13 Fy12-13 - £500m (but just GDS) Fy13-14 - £975m Fy14-15 - £1.7bn (embargoed awaiting a formal press announcement - tbd)
17. GOV.UK 25 redesigned services GOV.UK Verify Assisted digital support Digital skills in government Digital Marketplace Better, cheaper technology Saved billions GDS £500m savings 2012/13 £975m savings 2013/14 Fy12-13 - £500m (but just GDS) Fy13-14 - £975m Fy14-15 - £1.7bn (embargoed awaiting a formal press announcement - tbd)
18. GOV.UK 25 redesigned services GOV.UK Verify Assisted digital support Digital skills in government Digital Marketplace Better, cheaper technology Saved billions GDS £500m savings 2012/13 £975m savings 2013/14 £1.7bn savings 2014/15 Fy12-13 - £500m (but just GDS) Fy13-14 - £975m Fy14-15 - £1.7bn
19. 2. How we did it
20. Start with user needs GDS @jystewart Have to start with the user, not with the current process. What do they need? Based on data and actual evidence.
21. Use modern, agile techniques to build prototypes and rapidly iterate GDS @jystewart We’re always deepening our understanding of user needs, and technology is constantly advancing, we have to be able to iterate to make sure we’re constantly improving.
22. And it’s meant challenging some of the ways government operates… GDS @jystewart Which has meant challenging the way things usually work in government
23. Log in Create account Digital Marketplace Digital Marketplace Cloud technology and support Choose a category All categories Platform as a Service (803) Filter your results 803 results Atos Accredited Secure Cloud – Platform as a Service (IL3) for Cloud by Atos IT Services UK Ltd System software ▶ Benefit from GPG13 compliant Protective Monitoring and Server Management tooling built into the service for PaaS only ▶ Use rapid and agile deployment of new services into the cloud, underpinned by automated provisioning tools within ASC... G-Cloud 5 Platform as a Service Mainframe as a Service by Capgemini UK plc Mainframe as a Service from Capgemini is an offering which provides an IBM Mainframe Service on demand to allow Customer access to flexible compute power and storage for data/ applications on an IBM System z Mainframe platform running z/OS. G-Cloud 5 Platform as a Service SharePoint Platform as a Service (PaaS) - Pan Government Secure Cloud Sharepoint by CSC Computer Sciences Limited assessment of the final solution. Specific Terms and Conditions will apply according to the level of service requested. Keywords: PaaS, Platform as a Service, Microsoft, Sharepoint, Consumption-based pricing, Consumption based, On premises, Off premises, Compliance... G-Cloud 5 Platform as a Service ResilienceXT for Application Development by Factonomy A rapid application development platform for Business Analysts & AGILE Developers building enterprise web applications for a variety of purposes. Using simplified XML syntax and techniques from functional programming to enable the rapid creation of ... G-Cloud 5 Platform as a Service Graphical Applications in the Cloud by Mds Technologies Ltd Graphics acceleration in the cloud is a service offering which enables organisations to host and deliver high resolution, hardware accelerated 3D graphic applications with GPU virtualization in the cloud.Virtual desktop infrastructure (VDI) no longer ne... G-Cloud 5 Platform as a Service Secure Client by Mds Technologies Ltd MDS are working with Becrypt to offer a secure client based on Becrypt’s tVolution secure operating system. tVolution offers a managed device platform which meets the Cabinet Office’s end user device strategy (October 2013) and is a flexible way of deli... G-Cloud 5 Platform as a Service Managed Internet Access (MIA) PACK by TENIAN Limited service with onsite Local Access Network (LAN) to minimise dependencies on any extant IT estate.This Platform as a Service (PaaS) offering is unique in enabling an organisation the freedom to access and operate online in cyberspace with a managed footprint... G-Cloud 5 Platform as a Service Web Conferencing for Liferay Portal (PaaS) by PFI Knowledge Solutions This service is an extension to 5050 PFIKSSP Liferay Portal in the Cloud ( PaaS), and brings a Web Conferencing app that lets users communicate through a loosely- coupled yet rich integration with Big Blue Button, the leading open-source online conferencing... G-Cloud 5 Platform as a Service Intelligus TeamWorXX Enterprise Search by PFI Knowledge Solutions This service is an extension to 50101 Intelligus TeamWorXX PaaS and offers you the advanced search capabilities of a number of open source products, all in one place. 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Zensar’s Rapid Development Framework provides SaaS based services such as multi- tenancy, subscription, metering and billing towards the rapid application development. Software as a Service (SaaS) is a range of services to the customers/tenants on demand... G-Cloud 5 Platform as a Service Microsoft Project Server 2013 Platform as a Service by Program Framework Microsoft Project Server 2013 is a flexible solution for project portfolio management (PPM) and everyday work. Deeply integrated with SharePoint 2013, Project Server 2013 enables organizations to improve project collaboration, prioritize project portfol... G-Cloud 5 Platform as a Service Cloud File Sync and Share by System Dynamics power and connectivity. This enables Node4 to offer an industry leading SLA of 99.999% for Cloud solutions. Keywords: IaaS, PaaS, UCaaS, Infrastructure as Service, Platform as a Service, Windows Server, Linux, OS, Storage, Secure, Secure Hosting, ISO, Production... 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G-Cloud 6 Platform as a Service BETA This is a beta service – please send your feedback to enquiries@digitalmarketplace.service.gov.uk GOV.UK Save search Pricing Minimum contract period Service management Datacentre tier Networks the service is directly connected to Interoperability Filter Search Changing our approach to suppliers GDS www.gov.uk/digital-marketplace We’ve had to change our approach to suppliers – disaggregating contracts, opening up the supplier base, improving our knowledge as buyers across government
24. GDS www.gov.uk/digital-marketplace Transforming our supplier base from this… In 2009 our technology spending was in a very locked down landscape
25. GDS www.gov.uk/digital-marketplace To this… That’s now far more open thanks to the digital marketplace, G-cloud etc. There’s more work to be done, but this is stimulating a new technology sector and that’s really important
26. GOV.UK Guidance Agile digital and IT projects: clarification of business case guidance Updated 19 November 2014 Contents Existing guidance Agile spending project approval process See more information about this Guidance Search To help with efficient planning and approval of spending proposals for agile digital and IT projects, the following clarification of business case guidance has been produced in collaboration between HM Treasury and the Government Digital Service. This should release the potential of the agile approach to produce better systems more quickly and cheaply than conventional IT planning and project management while maintaining effective business planning and spending control processes. This should enable a controlled early release of resources for the Discovery and Alpha phases of agile projects and enable a proportionate process of planning and control that delivers value for money without excessive bureaucracy. Existing guidance All current Treasury guidance on production and approval of business cases, the guidance on Treasury approval processes, the Treasury’s Departmental Spending Limits rules and the supplementary Cabinet Office controls on digital and IT operated through the spending mechanism remain unaffected by this. Although this supplementary business case guidance focuses on projects that require HMT spending approval, it is expected (as with all current HMT business case guidance) that it will be understood as best practice and applied to all projects requiring spending approval including those falling within DEL. Agile spending project approval process The approval process for agile projects should be adapted to suit each project’s spend and the risk to the programme within which it sits. There are 3 categories for which different variants of the approval and business case process are appropriate as follows: All agile Discovery and Alpha work is regarded as initial research and, subject to a limit of £750,000, would normally be undertaken from departments’ DEL budgets subject only to CO controls. Agile projects are frequently part of wider business programmes to be delivered for reasons of either business transformation or business continuity. Even before Discovery and Alpha, departments should have a clear justification for why such scoping is financially and strategically worthwhile. This should be submitted in the CO control form. The Discovery and subsequent stages are learning phases that feed back into the evolving project business case and into the wider Programme Business Case of which the project is a part. The relatively low level of spending involved, the need for GDS approval of digital projects and the existence of an overarching programme business case (which defines the business scope, the outputs, their timing and the likely resource allocation of the agile project), allows the business case and approval to be streamlined and tailored to suit the needs of the programme and project. Thus, the classical three stage approval process (SOC, OBC, FBC) can be adapted to support something more suited to agile. This guidance clarification recommends more use of PBCs for programmes and project approvals using a light touch OBC only (this may be iterative). HMT and GDS have agreed that departments can spend up to £750,000 from within their own DEL budget on Discovery and Alpha as a research and scoping activity subject only to CO IT/digital controls. If a particular project requires more than £750,000 this can be agreed by the overarching programme, in consultation with the relevant approving authority, which in many cases will be the HMT spending team. Projects that are above DEL spending limits or which are novel or contentious require Treasury approval at these stages but the process should be adapted to suit the case and set out in the PBC. Larger projects costing above £10 million (for the whole life of the project to the end of two years live running) or which pose significant risk to the programme should be approved by the Treasury through the project approval process but using an agreed plan of monitoring and approval points set out in the management plan of the PBC rather than through a classic three stage process. Smaller projects costing below £10 million that are not high risk to the overall programme can be approved and managed against the PBC without needing a separate OBC. Project level approval for larger agile projects should use a light touch OBC and try to minimise traditional detailed IT planning documents. Instead, they should focus on user needs, business outcomes, costs and milestones within the context of a wider programme business case. This project approval process should be agreed as part of the wider management plan of the wider PBC. We recommend that management review meetings should use digital service demonstrations and agile artefacts (e.g. burn charts , backlogs ). Relatively inexpensive agile projects, which are not high risk to the programme within which they sit, can be approved as part of the programme approval process. That approval process should be planned as a part of the PBC (currently branded as the Strategic Outline Programme and due to be rebranded later in 2014). In some cases a programme will have numerous agile projects, each of which is below £10 million spend but which in aggregate cost over £10 million (this typically happens in a department wide transformation programme). In this case, a PBC should be used rather than multiple OBCs, but the PBC should contain a significant degree of economic scrutiny proportionate to the spend. It is also particularly crucial when managing a programme of agile work to schedule regular reviews and to use the service demonstration, burn charts and backlogs to give the approving authority a high level of visibility and control over the speed of progress and the prioritisation of tasks. Using the SOP/PBC process has the advantage that as well as being relatively light touch for the agile project it also highlights clearly how the agile work fits into a wider programme by flagging dependencies. Walkthrough of the process to obtain agile spend approval Initial research and scoping stages of all Agile projects – Discovery and Alpha Larger projects costing above £10 million Smaller projects costing below £10 million HM Treasury GDS www.gov.uk/government/publications/the-green-book-appraisal-and-evaluation-in-central-governent/ agile-systems-projects-a-clarification-of-business-case-guidance Changing the way project funding works We worked with Treasury to issue guidance for building agile projects – releasing funding in ways that make sense for building small, iterating and improving services over time
27. Digital by Default Service Standard Start using the manual Feedback Government Service Design Manual Tell us what you think (opens a 3 minute survey on another website) GOV.UK Home Governance Contents 1. Don’t slow down delivery 2. Decisions when they’re needed, at the right level 3. Do it with the right people 4. Go see for yourself 5. Only do it if it adds value 6. Trust and verify Governance principles Principles for governing service development GDS has defined 6 principles for governing service delivery. Following them should help you create the right culture within your service. They are: 1. Don’t slow down delivery 2. Decisions when they’re needed, at the right level 3. Do it with the right people 4. Go see for yourself 5. Only do it if it adds value 6. Trust and verify 1. Don’t slow down delivery We help build services that are continually improved to meet user needs. This means: unblocking anything that slows down delivery where the delivery team doesn’t have the authority to do so being available when needed — throughout service delivery being mindful of the balance between features and quality making decisions to keep pace with delivery teams We gauge success through delivery of services that meet user needs. Governing well means: actively seeking out delivery impediments, being accountable for them and removing them before they affect teams protecting the team from, or helping them handle, external pressures — service teams will be familiar with these! A bit more detail Transition between the 5 phases of service delivery should be seamless, so people who govern must anticipate problems and make timely decisions to allow this. Governance is also about creating an environment where people can thrive. We have a flat organisation structure so everyone can contribute to the success of the team. 2. Decisions when they’re needed, at the right level Embrace that things change. Make sure: decision making is evidence-based and focused on meeting user needs the service manager and team have the authority to make decisions and only escalate when they need to you handle change and improve quality through continuous iterative development people who govern keep up with the pace of delivery by having short, frequent meetings high impact, high probability risks are managed when needed, and our controls (eg on spending) are based on the balance between costs and benefits A bit more detail Services will only succeed if we recognise that user needs emerge and change throughout a service’s life. This means that a service team can’t define a set of features at inception and expect them to stay the same. People who govern should support this ‘evolutionary’ model of development, recognising that change is inevitable and can’t be eliminated or designed away. They should also ensure that service teams know: that they have the authority to make decisions about the service what the boundaries of that decision making are who is accountable for helping them when decisions outside the boundaries need to be made Iterative development is the best way of handling change and improving service quality. We can support this by devolving decision making to service teams and by unblocking them quickly for decisions that haven’t yet been devolved. People who govern should also participate in regular delivery meetings like stand-ups and sprint planning. This makes sure they’re fully informed and can make decisions quickly. It also improves the ways they communicate and work with delivery teams. We know we can’t eliminate or transfer risks. We encourage highlighting and owning them, but we only actively manage risks that could tangibly affect service delivery. Our approach to risk management isn’t about scheduled discussion of a risk register — it’s about dealing with risk at the right time. We identify the best possible moment to respond to important risks and only then start to plan and carry out our response. 3. Do it with the right people Everyone involved is: capable, motivated and empowered focused on goals and key performance indicators (KPIs) open and honest about what they do Trust people to organise and work towards team goals to get the job done so that services continue to improve in response to user needs. A bit more detail The only people who should have governance responsibility are those who can: make the right decisions steer and assure both delivery and quality They contribute by supporting the delivery team to bring in the right people, in the right environment, at the right time. Services are developed by multi‑disciplinary delivery teams where people have different skills and roles to achieve the team goals. They can include technical experts, business people and may also include legal and policy staff. Teams should keep the same service manager but the specialist skills needed will change as the service develops, so the makeup of the team will change. We make sure delivery teams have all the skills they need — and we provide them with the environment, workspace and tools to collaborate, organise and deliver. Teams benefit from sitting close together — do everything you can to co‑locate. 4. Go see for yourself By visiting delivery teams, you can see the value that’s being created for yourself. It’s everyone’s responsibility to stay well informed. We talk face to face wherever possible, and the best way to measure progress is to ‘see the thing’. This means going to regular service demonstrations and giving feedback. A bit more detail We use what the delivery team is already producing for reporting. So we’ll look at things like their wall, sprint reports and demos to get information instead of longer, formal reports. We regularly plan together. We visit teams to find out and openly and honestly discuss: what they’re working on right now plans for the future what blockers they face The best way to gauge progress, check on the mood of the delivery team and assure a service is by meeting them face-to-face in their workspace. There are several ways to do this without adding overhead. These include: at daily stand-up meetings — these last 10 to 15 minutes and team members give updates on work completed the previous day, work being taken on that day, and any blockers Search the service manual GDS www.gov.uk/service-manual/governance/governance-principles Governance models that work alongside agile delivery Making sure that governance works alongside development – a process rather than monolithic gateways where problems might not surface until too late. That doesn’t just mean finance, it means risk management, security, and understanding anything that might be blocking delivery.
28. Digital by Default Service Standard Start using the manual Feedback Government Service Design Manual Benefits Births, deaths, marriages and care Employing people Environment and countryside Services and information How government works Departments Departments and policy We're improving the Service Manual. Help us get it right (opens a short survey on another website.) GOV.UK Home 1 Understand user needs. Research to develop a deep knowledge of who the service users are and what that means for the design of the service. 2 Put a plan in place for ongoing user research and usability testing to continuously seek feedback from users to improve the service. 3 Put in place a sustainable multidisciplinary team that can design, build and operate the service, led by a suitably skilled and senior service manager with decision-making responsibility. 4 Build the service using the agile, iterative and user-centred methods set out in the manual. 5 Build a service that can be iterated and improved on a frequent basis and make sure that you have the capacity, resources and technical flexibility to do so. 6 Evaluate what tools and systems will be used to build, host, operate and measure the service, and how to procure them. 7 Evaluate what user data and information the digital service will be providing or storing, and address the security level, legal responsibilities, privacy issues and risks associated with the service (consulting with experts where appropriate). 8 Make all new source code open and reusable, and publish it under appropriate licences (or provide a convincing explanation as to why this cannot be done for specific subsets of the source code). 9 Use open standards and common government platforms where available. 10 Be able to test the end-to-end service in an environment identical to that of the live version, including on all common browsers and devices, and using dummy accounts and a representative sample of users. 11 Make a plan for the event of the digital service being taken temporarily offline. 12 Create a service that is simple and intuitive enough that users succeed first time. 13 Build a service consistent with the user experience of the rest of GOV.UK including using the design patterns and style guide. 14 Encourage all users to use the digital service (with assisted digital support if required), alongside an appropriate plan to phase out non-digital channels/services. 15 Use tools for analysis that collect performance data. Use this data to analyse the success of the service and to translate this into features and tasks for the next phase of development. 16 Identify performance indicators for the service, including the 4 mandatory key performance indicators (KPIs) defined in the manual. Establish a benchmark for each metric and make a plan to enable improvements. 17 Report performance data on the Performance Platform. 18 Test the service from beginning to end with the minister responsible for it. The Digital Service Standard has changed from 26 points to a more concise 18. From 1 June 2015 all transactional services will be assessed on the new 18 points. The Service Standard ensures digital teams build high quality government services. A transactional service must meet each criteria to pass the Government Digital Service assessment. If a service doesn’t pass it won’t appear on GOV.UK. Assisted digital support is an integral part of any service, helping users who can't complete the service on their own. The criteria Search the service manual GDS www.gov.uk/service-manual/digital-by-default Standards for best practice that iterate over time And standards which encourage best practise, which have evolved over the last two years to be even more useful to teams working on this stuff.
29. GDS @jystewart Standards mean raising the bar and all working to an understanding of quality, not just a gate.
30. These are the ways modern digital organisations operate – but some of it has been new to government GDS @jystewart These are the ways modern digital organisations work, but it has been a learning curve across government. But it’s not in a vacuum…
31. GDS It’s not just us – teams all over the UK work like this now… @jystewart We couldn’t do this if it were just GDS – it’s taken collaboration with colleagues all over government to make this happen
32. GDS DWP – Newcastle DVLA – Swansea HMRC – Newcastle MOJ – Manchester @jystewart
33. HMRC GDS @jystewart HMRC’s new Tax Account services, building more services out from this core and iterating them over time
34. DVLA making new services available via API GDS @jystewart New motoring services that have APIs available for the private sector to innovate on.
35. All of this built a new foundation for digital government GDS @jystewart This forms the basis for a new digital infrastructure
36. These are the basics, and you have to get them right GDS @jystewart We had to do all this, to start addressing some of the critical ways the system was broken, so we could make a real impact on users lives
37. Working like this has improved lives GDS @jystewart That’s what we’re here to do – build services that improve the lives of users
38. 3. What we’re doing now This is a favour of what’s coming next
39. Transforming services one at a time won’t improve services quickly enough or deliver the savings we need GDS @jystewart The exemplars showed us that the value of tackling problems faced by the whole of government, because doing this one at a time won’t be transformative enough – it’s too slow and it’s not the most effective way to address systemic problems.
40. We need to take a new, cross-government approach GDS @jystewart We’ve got to fix these problems for all of government, by building platforms
41. Government as a Platform
42. A common core infrastructure of shared digital systems, technology and processes that it’s easy to build brilliant, user-centric government services on 42 GDS @jystewart This is the definition we’re working with
43. GDS That means thinking about our service infrastructure differently @jystewart
44. Four platforms are already in use across government: GOV.UK GOV.UK Verify Performance Platform Digital Marketplace GDS @jystewart
45. There are more that will transform government – and users experience of government GDS @jystewart
46. We’re putting new platforms together now, including… GDS @jystewart
47. GOV.UK Pay Quickly integrate a range of payment options into services, so it’s more convenient for users and cheaper for government GDS @jystewart
48. Platform as a Service Platform and service hosting stacks that can be quickly set-up for services without lengthy builds and procurements GDS @jystewart Taking the pain out of infrastructure setups. Not a mono-culture, but an approach that reduces duplication.
49. GOV.UK Notify Easily message government, track the status of their registrations and applications and receive notification GDS @jystewart
50. With further work on Digital Communications, Licensing and permissions beginning to be spun u GDS @jystewart
51. The Government Data Programme is ensuring government is equipped with a 21st century data infrastructure GDS @jystewart
52. Reducing duplication and waste, allowing us to provide more transparent, joined up services to citizens and enabling better decision making. GDS @jystewart
53. GDS https://gds.blog.gov.uk/2015/10/13/the-characteristics-of-a-register/
54. Platforms and approaches not just for central government, but for the whole public sector GDS @jystewart
55. Doing it right will make booking appointments much simpler GDS @jystewart
56. Doing it right will make applying for a licence more convenient GDS @jystewart
57. Doing it right will make government more efficient GDS @jystewart
58. Most importantly, it will improve even more people’s lives GDS @jystewart Platforms will get us the scale to transform more users lives, and that’s what we’re here for
59. 4. What does this mean for us here today?
60. The era of Big IT is over GDS @jystewart People like me from GDS have been saying this a lot over the past few years.
61. It really is. GDS @jystewart That’s not just about who we work with or how we do contracts, it’s a serious change to how we think about IT.
62. Most things that look like large systems are really a collection of pieces that evolve at different paces. GDS @jystewart
63. http://www.cio.co.uk/insight/strategy/introduction-wardley-value-chain-mapping-3604565/ GDS Wardley maps are an example of how to understand that. As with everything, you’ll often need to iterate towards that understanding, but they powerfully illustrate the different evolutionary states of different parts of a system.
64. We’re beginning to understand technology evolution
65. GDS @jystewart The web has shown us that it's possible to have lightweight ways to join together software systems, and that with a relatively small set of standards we can both enable a world of APIs and also significantly improve the separation of hardware and software. The use of the web browser has also given us a way to ship small incremental changes to users without their even needing to know about it.
66. GDS @jystewart And once we can do that we start to ask why we can't do everything that way. Cloud-based infrastructure and platform services show that (for the most part) we can. We can describe our infrastructures in code, we can test them automatically and safe change becomes the norm.
67. “You build it, you run it” - Werner Vogels GDS @jystewart Obviously responsibility is key to that. There are practices to do that. Service boundaries become more important, ideally ones that can be automatically tested or monitored
68. Where we need to, we can move very fast
69. And that’s what our users now expect… GDS @jystewart
70. And that’s what our users now expect… …it’s what will build and maintain their trust GDS @jystewart and citizen trust is government’s primary currency.
71. It’s not about ICT, it’s about services All of which means that if we focus on IT we’re focussing on the wrong things. A mature IT industry gets out of the way, and enables teams to focus on delivering value through services.
72. Focus on data Focus on services Focus on people Data is the fuel for our services and our insight. In a world of more rapidly changing IT good testing, monitoring and analytics are vital for any manager. But we also need to use this opportunity to manage our data in a consistent way so that we can build and try new services without duplicating it.
73. Focus on data Focus on services Focus on people We need to start with user needs and continually iterate our services. Align business and IT to deliver value.
74. Focus on data Focus on services Focus on people In order to do all this, we need the right skills and capabilities. We have to bring new people in because we have a real skills problem. We need to increase diversity because we need new viewpoints. The people bit is our real challenge as technology leaders.
75. Thanks! James Stewart @jystewart