Digital Transformation Project at DWP
The Situation
A 180 degree change in IT strategy in Central Government resulted in the decision to stop the outsourcing of IT and instead to bring everything in-house. This included the development of new services as much as possible using in-house staff and the introduction of the Agile methodology. It also meant more competitive tendering for additional resource which would include smaller suppliers.
Each large government department was given help from a small number of external experts to introduce the new methodologies on a small number of high profile projects. One of these at the DWP – the development of an on-line Carers Allowance application service, had quickly hit problems. This was in the main due to the scale of change being introduced and ‘culture’ differences between in-house staff and external consultants.
The Task
As one of the few senior managers at the DWP with experience of development using in-house staff and in particular the Agile methodology (I was relatively new to the DWP) I was asked to take over the project and ensure that this high profile project was a success.
For the project to succeed, substantial training of in-house staff in new methodologies and technologies was needed. The procurement of new environments and experienced developers was necessary using new procedures.
A new ‘culture’ was needed to allow all the different staff to work together successfully.
A new Digital service was to be delivered to society for the first time.
The Action / Approach
At my first meeting with the project team I was informed that the in-house IT staff had left the project due to a dispute over ‘approach’ with the externally appointed consultants (in fact due to mutual distrust).
A series of individual meetings with the different actors was arranged. At these, the importance of the success of such a high profile project to the Department (and society) was discussed, while also emphasising their self-interest and the short and longer term benefits of success.
In parallel to this, the necessary ground work to create a team capable of delivering a successful project was taking place. Substantial training was arranged, budgets agreed, technology environments were procured, additional experienced staff were recruited and support from other areas of the department secured.
Perhaps most importantly, slowly trust was developed and then a real team spirit was created such that the whole team was able to work together in (almost) harmony.
The Result
The first iteration of the new service was released to ‘Live’ on time and to the agreed budget.
A cadre of experienced in-house staff was created, some of whom stayed on the project to develop further iterations, others moved on to use their expertise on new projects.
New processes for a more Agile means of procurement of technology and of financial governance were established.
The Department gained confidence in its ability to deliver using in-house resource and a template to follow for other successful projects. The project was shortlisted for a national award.
Perhaps most importantly, society got a means of applying for Carers Allowance which was easier, quicker and much cheaper than before.
