...exist. Which is a problem because they’re critical to understanding how and why a service was built. Such paperwork would really help us in service optimisation. We take live services...
...to see how people refer to or think about services, and worked with business architects in all main operational areas. We then took an initial draft to stakeholders in strategy...
...online application and was delighted (and terrified!) to be invited to interview. I prepared as best I could and my first proper interview in sixteen years went well. I was...
...loan will deliver on policy intent to help refugees settle and integrate into UK society. Right now, we’re watching to see how things work in real life and will report...
...simply asking questions, we can sometimes make great leaps in progress. Break problems into manageable chunks In the UK government we are all about user-centred design. This means creating services...
...needed to build, deploy, and operate our infrastructure and applications in the cloud. So that we can continue to grow our in-house engineering capability, we encourage our engineers to support...
...Design standards effectively force designers to work in the open. This helps increase quality because patterns have documented research findings - proving they have been used by real users and...
...users what they ask for (like easier ways to fill in the current form) what ‘we’, as people in government, want to get them to do (like read and understand...
...train new team members. He later asked for more copies to be printed – both to put up in the office and to use as an engagement tool for other...
...to understand what needs icons were meeting, particularly for internal services. Our research was primarily qualitative. We found a lot of inconsistency in what and how icons were used, which...
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