NHS data and information services case study

1

HSCIC – Data and Information Services

IT Development Team

David Bryant - Head of IT Development

Who are we?

http://www.hscic.gov.uk/patientconf

• Health and Social Care Information Centre

• Informing care provision

• We transform data into information

• My team supports that activity

What we support

Collect Process Deliver

Data Quality Assurance

Enquiry & Order Management

Reference Data

Collection Tools

Data Management Environment

IT Development

In the beginning…

• Meeting customers needs?

So, how to start…

• Some things are just a good idea

• Talking to people

• Agile and best practice

• Visibility and standards

• Automation

• Good foundations

Building on those foundations

• When PROMS came along we did this…

Project

…and tried not to do this

EdwardTuft.com

Dawning Realisation...

…and you thought you were agile.

What you don’t know can hurt you!

Dawning Realisation...

• The problem with BA’s is…

• The problem with requirements is…

• The problem with PM’s is…

• The problem with the business is…

• The problem with the ops team is…

• The problem with the decision making process is…

• The problem with agile is…

Great – how many problems?

Dawning realisation…

• Did we create these problems…?

– Our immaturity– Our organisations immaturity

So what can be done?

• Agile will not thrive in a silo.

• Let’s make everyone agile!Th

e IT

Dev

elop

men

tFr

amew

ork

Guess what happened?

My first reaction

But then I thought…

• “They” think agile is a methodology.

• “They” think SCRUM is agile

• “They” see it as a choice between agile and waterfall

• (“They” just don’t get it!)

• More importantly…

If your whole message about agile development is about tactical development practices then the best that you can expect from the business is benign disregard.(Valtech. Adopting Agile in the organisation)

Dawning Realisation 2

• “Agile is a continuum not a destination”• Adrian Wible

• … or in using my favourite phrase…• “It’s a journey”…• ..for me, the team and the organisation

So what did I do next?

• Well I did a few things…

• Set the vision for the team – continuous delivery.

• Stressed the importance of customer focus

• Every interaction…

• Went back to basics

What is agile?

Individuals and interactions

Working software

Customer collaboration

Responding to change

Processes and tools

Comprehensive documentation

Contract negotiation

Following a plan

Over

We value

http://agilemanifesto.org

http://agilemanifesto.org/principles.html

What is agile?

1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.

3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

4. Business people and developers must work together daily throughout the project.

5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

7. Working software is the primary measure of progress.

8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

9. Continuous attention to technical excellence and good design enhances agility.

10. Simplicity — the art of maximizing the amount of work not done — is essential.

11. The best architectures, requirements, and designs emerge from self-organizing teams.

12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly.

http://agilemanifesto.org

http://agilemanifesto.org/principles.html

My take

• Agile is…– A philosophy..a way of being– Having values, living them and believing in them– Having respect for your customers, the work and

products, your team, yourself

• Agile is not– A methodology– SCRUM– A quick way to deliver software– A way of minimising or eliminating documentation– An excuse for shoddy work or behaviour

So where are we now?

So where are we now?

Focus on Performance

Create Trust

Value People More Than Property

Embrace Innovation

view work as an activity not a place, focus on performance not presenteeism, create trust based relationships not hierarchies, embrace innovation rather than bureaucracy, and value people more than property

http://agilemanifesto.org

http://agilemanifesto.org/principles.html

Trustworthy

People Focused

Innovative

Professional

I didn’t expect that!

• I don’t own agile

• Meme’s have a life of their own!

Questions?

David Bryant

[email protected]

Head of IT Development

Data and Information Services

Health and Social Care Information Centre

01132547063

07919210936

1 Trevelyan Square, Boar Lane, Leeds LS1 6AE

http://www.hscic.gov.uk

For general enquiries please call 0845 300 6016 or email [email protected]

Pictures…

http://beingyourbrand.com/2012/09/25/agile-marketing-what-is-it-and-why-is-it-important/

https://www.flickr.com/photos/tjblackwell/717480855/sizes/l/in/pool-64353866@N00/

http://www.devx.com/enterprise/Article/42156

This presentation was delivered at an APM event

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