Steve Rowlands Deputy Director, Digital Operations

Transcription

1 Steve Rowlands Deputy Director, Digital Operations Delivering the HMRC Digital Platform BCS PROMS-G - 8 th December

2 HMRC at a glance 536.8bn revenue 15% net reduction in baseline costs by m business customers 75% of all government transactions 45m individual customers 1.3bn reinvestment in digital transformation 2

3 Strategy & key deliverables by 2019/20 3

4 HMRC Multi-Channel Digital Tax Platform Common cloud platform hosting all HMRC digital services Core micro services Common tooling and processes Multi-Channel Multi - channel tax platform Digital Tax Platform 4

5 The challenge Project slippages in first 3 digital services High Profile Commitment to ministers and Chief Exec Low business confidence Foundation for the Digital Strategy 5

6 Bringing together Agile and Waterfall Link Agile to Waterfall programme management Adapt Programme governance Agile based business cases Control the price but not the detailed requirement Still meet ministerial commitments Build trust within business and technical colleagues Agile Waterfall 6

7 Programme managing Agile deliveries Key documentation and governance still needed Programme management plan Business Cases Sprint Planning Ask the stupid questions Challenge Make the space for your teams Be the translator PROGRAMME SOLVE SET IDENTIFY COST ISSUE PROCESS IMPROVE INFRASTRUCTURE PLANNING DECISION BENEFIT ORGANISATION ALIGNMENT APPROACH INTEGRATION IDEA PURPOSE GOAL STATUS IMPROVE MANAGER OUTCOME SOLUTION MANAGEMENT 7

8 Handling the Ministerial deadlines Commitment set before I started and project slipping Listen to the teams Create a real minimum viable product Regular review to ensure it really was the minimum Stakeholder engagement Hit early commitment, milestones to build confidence 8

9 Governance Still have governance but adapted Daily and weekly reporting to build confidence Make reporting easy and as automatic as possible Celebrate progress in every sprint Move to costing the resources not the detailed user stories Iterate the business case for each agile phase 9

10 Culture Conditioned with years of large waterfall projects Embed the business experts in the scrum teams and ensure business led Built trust, get the early deliverable done on time Create close, open relationship Clear visibility of progress and challenges 10

11 Customer is always right View from the real customers perspective Regular and repetitive user research Range of research techniques including: Interviews Pop-up research Participatory design Multivariate testing Lab-based usability testing Field usability testing (home based) design interviews with customers last year in our 5 centres 1.1M tickets raised by customers with feedback, questions or issues Trust the customers to help you they will 11

12 Channels hierarchy Business Process Re-Engineering, Legislative changes, removal of red tape Redesign & Remove Software Providers (MTDfB), Tax Agents and Advisors, Employers, Voluntary Sector Intermediaries & Software Decreased Cost Digital tax accounts, iforms, Single Financial Account, Online Services, Automated telephony GOV.UK Guidance, Tools, E-Learning, How To Videos, Virtual Assistant Webinars, Drop In Webinars, Social Media (i.e. Twitter, Facebook) Online Forums Telephone (inbound and outbound), Post, Webchat, Co-Browsing, Secure Messaging Supporting our customers to go digital and building their digital capability. Digital Services Self Service Support One to Many 1 to 1 1 to 1 Increased Complexity Face to Face Needs Enhanced Support 12

13 Government Digital Standards 13

14 Old and new technologies Abstract new and old technologies Build API/interfaces early Build internal complexity if necessary Dual running Rapid, incremental releases/customers Ensure standards to reduce dependencies 14

15 Small is beautiful Minimum viable product Test Driven Development Continuous Integration Small iterative changes Easy to release Fail fast 15

16 Fail and learn Design so change can be easily removed with minimal impact Confidence to try things which fail Multivariate testing in production Fast and easy customer feedback routes 16

17 Large is great Scaled 4 to over 60 scrums 1 to 5 Digital Centres 60 digital services 70m visitors in last 30 months 75% customer satisfaction Created common platforms Core framework Shared processes Automation 17

18 Successes so far The exemplars launched into public betas on time to ministerial deadlines Business Tax Account - 3.5m businesses in last 2 years Personal Tax Account 7m customers in first year Tax Credits 1m online renewals in 2016 API Platform 3m API calls in production Multi-channel Digital Tax Platform Active-Active across two cloud providers Million savings generated BCS Digital Project of the Year winners 2 years in a row 18

19 Delivering Digital Project of the Year Still need to project manage Agile Great project management skills key Focus on customers Build business confidence Think small to deliver big Prepare to fail 19

20 Questions 20

21 Thank you Follow our progress at hmrcdigital.blog.gov.uk and #HMRCdigital 21