...roadmap is close to our heart. We recognise that developing our colleagues is key to driving forward improvements and delivering for DDaT. Our latest people survey showed that 78% of...
...our role as designers to listen and make room for them to contribute. This is how we build trust and social capital, which is how we gain support for what...
...the DDaT Profession Capability Framework. That framework sets out the skills needed for digital, data and technology roles in government. Several job titles fall within the product and delivery job...
...Teams ask themselves what went well, what went less well, what they could do to improve. Agile also encourages stakeholder involvement. Regular show and tells let them see the thing...
...‘redesigning all the websites and letters, talking to everyone involved, reviewing casework processes, system maintenance and code, while understanding the wider context of someone’s real user journey – everything that...
...ideas and creating an end-to-end storyboard that we were ready to prototype. Thursday Our front-end developer provided us with a solid foundation for a hi-fidelity prototype that users would be...
...from other research projects that could be relevant to the team’s current project. In this instance, our current project involved the creation of an internal service for the Home Office,...
...Forms Government services tend to use a lot of forms. It’s no different at the Home Office. We’ve been building a framework for forms since last year called Home Office...
...that stood out for me were the importance of recognising your privileged position, and the ingredients of a motivated team. What motivates teams and makes them more effective? Meri talked...
We have around 700 teams delivering services at the Home Office. That’s a lot of teams, in different locations, working to deliver services that meet the needs of their users....
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