Difference between revisions of "Doctrine Patterns"
m (→Phase III=) |
(Added content from chapter 18 of the book) |
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===Move fast=== | ===Move fast=== | ||
An imperfect plan executed today is better than a perfect plan executed tomorrow. | An imperfect plan executed today is better than a perfect plan executed tomorrow. | ||
+ | |||
+ | {{Book|18}} | ||
+ | We understood that there would be inertia to the changes we were proposing and that existing culture and structures could well rise to combat us. We put in place an initial concept of work streams that targeted different areas. The idea was that if we ever put this in place then we’d have 100 days or so to make the changes before resistance overwhelmed us. {{Book cite|18}} | ||
===Use appropriate tools=== | ===Use appropriate tools=== | ||
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===Do better with less=== | ===Do better with less=== | ||
Continual improvement | Continual improvement | ||
+ | |||
+ | From chapter 18 of the book: | ||
+ | Such an approach had to be transparent and measured in terms of cost. It had to provide challenge for what was currently being built. From this we developed the idea of a scrutiny board which later became spend control under OCTO. It wasn’t enough to simply reduce spending; our focus was on dramatically reducing waste whilst improving public services. We couldn’t do this without measurement.<br> | ||
+ | We understood that this would not be a big bang approach but an iterative process – a constant cycle of doing better with less. To this end, we proposed the use of open data with a focus on the Government becoming more transparent. We also added the use of open source including the practices associated with it and the use of open standards to drive competitive markets. <ref>http://blog.gardeviance.org/2017/08/better-for-less.html</ref> | ||
===Be the owner=== | ===Be the owner=== | ||
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===Commit to the direction, be adaptive along the path=== | ===Commit to the direction, be adaptive along the path=== | ||
crossing the river by feeling the stones | crossing the river by feeling the stones | ||
+ | |||
+ | {{Book|18}} | ||
+ | To enable the change, we needed a clear and effective message from authority combined with a commitment to change. However, in the past this has been notoriously difficult as only one minister in the Cabinet Office (Tom Watson MP) prior to 2010 had any real commitment to understanding technology. However, with a change of Government there might be an opportunity with a new ministerial team.<br> | ||
+ | To support of all this, we proposed a structure based upon the innovate – leverage – commoditise model. The structure included innovation funds operating at local levels, a scrutiny board encouraging challenge along with a common technology service providing industrialised components. The structure was based upon concepts of open, it was data driven with emphasis on not just defining but measuring success. It was iterative and adaptive using constant feedback from the frontline and citizens alike. To support this, we would have to develop in-house capabilities in engineering including more agile like approaches. We would also need to build a curriculum for confidence and understanding of the issues of IT for mid ranking to senior officials and ministers. We would need take a more modular approach to creating systems that encouraged re-use. We would need to be prepared to adapt the model itself as we discovered more.{{Book cite|18}} | ||
+ | |||
===A bias towards the new=== | ===A bias towards the new=== | ||
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===Think big=== | ===Think big=== | ||
Inspire others, provide direction | Inspire others, provide direction | ||
+ | |||
+ | From chapter 18 of the book: | ||
+ | We need to get out of the mindset of thinking about specific systems and tackle the whole problem. We needed to break away from these isolated individual systems. We needed to change the default delivery mechanism for public services towards online services using automated processes for most citizens. We needed an approached that focused relentlessly on delivery to the citizen and their needs.<ref>http://blog.gardeviance.org/2017/08/better-for-less.html</ref> | ||
===Seek the best=== | ===Seek the best=== | ||
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==References== | ==References== | ||
+ | <references /> | ||
+ | |||
[[Example internal link]] | [[Example internal link]] | ||
[[Category:Doctrine]] | [[Category:Doctrine]] |
Revision as of 14:46, 3 November 2017
These are patterns that are universally useful. Although they are all useful, there is a priority to their usefulness. Start with the Phase I patterns first, and work to adopt the later phases after earlier phases are more or less mastered.
Contents
- 1 Phase I
- 2 Phase II
- 2.1 Be transparent
- 2.2 Focus on the outcome, not a contract
- 2.3 Think aptitude and attitude
- 2.4 Strategy is iterative, not linear
- 2.5 Move fast
- 2.6 Use appropriate tools
- 2.7 Think small
- 2.8 A bias towards action
- 2.9 Be pragmatic
- 2.10 Manage inertia
- 2.11 Use standards where appropriate
- 2.12 Distribute power and decision making
- 2.13 Think Fast, Inexpensive, Restrained, and Elegant (FIRE)
- 2.14 Effectiveness over efficiency
- 2.15 Manage failure
- 3 Phase III
- 4 Phase IV
- 5 References
Phase I
Know your users
e.g. customers, shareholders, regulators, staff
Challenge assumptions
speak up and question
Use appropriate methods
e.g. agile vs lean vs six sigma
Use a systematic mechanism of learning
bias towards data
Focus on user needs
Understand what is being considered
Remove bias and duplication
Use a common language
necessary for collaboration
Think small
know the details
Phase II
Be transparent
A bias towards open
Focus on the outcome, not a contract
Think aptitude and attitude
Strategy is iterative, not linear
fast reactive cycles
Move fast
An imperfect plan executed today is better than a perfect plan executed tomorrow.
From chapter 18 in the book:
We understood that there would be inertia to the changes we were proposing and that existing culture and structures could well rise to combat us. We put in place an initial concept of work streams that targeted different areas. The idea was that if we ever put this in place then we’d have 100 days or so to make the changes before resistance overwhelmed us. Template:Book cite
Use appropriate tools
e.g. mapping, financial models
Think small
as in teams
A bias towards action
learn by playing the game
Be pragmatic
It doesn't matter if the cat is black or white, as long as it catches mice
Manage inertia
e.g. existing practice, political capital, previous investment
Use standards where appropriate
Distribute power and decision making
Think Fast, Inexpensive, Restrained, and Elegant (FIRE)
Effectiveness over efficiency
Manage failure
Phase III
Provide purpose, mastery & autonomy
Do better with less
Continual improvement
From chapter 18 of the book:
Such an approach had to be transparent and measured in terms of cost. It had to provide challenge for what was currently being built. From this we developed the idea of a scrutiny board which later became spend control under OCTO. It wasn’t enough to simply reduce spending; our focus was on dramatically reducing waste whilst improving public services. We couldn’t do this without measurement.
We understood that this would not be a big bang approach but an iterative process – a constant cycle of doing better with less. To this end, we proposed the use of open data with a focus on the Government becoming more transparent. We also added the use of open source including the practices associated with it and the use of open standards to drive competitive markets. [1]
Be the owner
Take responsibility
Set exceptional standards
Great is just not good enough
Optimise flow
remove bottlenecks
Strategy is complex
There will be uncertainty
Commit to the direction, be adaptive along the path
crossing the river by feeling the stones
From chapter 18 in the book:
To enable the change, we needed a clear and effective message from authority combined with a commitment to change. However, in the past this has been notoriously difficult as only one minister in the Cabinet Office (Tom Watson MP) prior to 2010 had any real commitment to understanding technology. However, with a change of Government there might be an opportunity with a new ministerial team.
To support of all this, we proposed a structure based upon the innovate – leverage – commoditise model. The structure included innovation funds operating at local levels, a scrutiny board encouraging challenge along with a common technology service providing industrialised components. The structure was based upon concepts of open, it was data driven with emphasis on not just defining but measuring success. It was iterative and adaptive using constant feedback from the frontline and citizens alike. To support this, we would have to develop in-house capabilities in engineering including more agile like approaches. We would also need to build a curriculum for confidence and understanding of the issues of IT for mid ranking to senior officials and ministers. We would need take a more modular approach to creating systems that encouraged re-use. We would need to be prepared to adapt the model itself as we discovered more.Template:Book cite
A bias towards the new
Be curious, take appropriate risks
Be humble
Listen, be selfless, have fortitude
Think big
Inspire others, provide direction
From chapter 18 of the book:
We need to get out of the mindset of thinking about specific systems and tackle the whole problem. We needed to break away from these isolated individual systems. We needed to change the default delivery mechanism for public services towards online services using automated processes for most citizens. We needed an approached that focused relentlessly on delivery to the citizen and their needs.[2]
Seek the best
Phase IV
Exploit the landscape
Design for constant evolution
There is no core
Everything is transient
List to your ecosystems
acts as future sensing engines
There is no one culture
e.g. Pioneers, Settlers, Town Planners