Agile delivery allows for the iterative and evolving design and implementation of services to meet user needs – and this is a good thing. The challenge this can face, however, is that designs can focus on the Minimum Viable Product and so when products start scaling or have additional contexts applied, the system can need substantial re-engineering or re-implementation to address these challenges.
A blog post from Alison Blunsden, Diary Manager to His Honour Judge Graham Wood QC at Liverpool Civil and Family Court. Alison shares her experiences on how she introduced an online forum for external stakeholders, judiciary, court staff and court users.
One of GDS’s design principles is ‘Do the hard work to make it simple’. This is directed at transformational programmes like the Common Platform and the delivery teams working within it. Right now, those of us working in the Common Platform Programme are living out the reality of this principle – we’re working hard to uncover the essence of the Criminal Justice System (CJS) so that we have clean, clear service design that feels simple to use.
Like many government departments and arm length bodies, the CJS Common Platform Programme (CJSCP) has adopted Agile processes and put it at the heart of what we do. From my experience while working in CJSCP, I have detailed in this blog post a number of ‘danger signs’ that may indicate your organisation is not embracing Agile ways of working.
I’m Adam Gwinnett, the Architecture Lead for the CJS Common Platform Programme. I’d like to take some time to explain how we are following the Agile software methodology in the development and delivery of our products and services.
