Transport for London's Transition to Agile Delivery
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This presentation talks about TFL's new road network project: 'LondonWorks 2.0.' The Context, and the mission of Technology and architecture that supports the mission. and the agile, specifically TFL's experiences with this new way of working.
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Transport for London's Transition to Agile Delivery
- 1. LondonWorks 2.0 AGILE SOLUTIONS TO TRANSPORT PROBLEMS Gerard O’Toole Transport for London May 24th 2017
- 2. London’s Challenge Expected population growth to 10 million by 2030 There are almost 21 million daily trips on London’s road network 80% of all trips in London taking place on the road network London Buses carry 6,500,000 people each day Over 90% of all freight is carried on the road network 2
- 3. Roadworks! 3
- 5. Road Works! 500,000 works in London annually Over 100 different organisations who can dig up the road 33 Boroughs and TfL responsible for co-ordination of road works on their own network to mitigate disruption 1 national specification but multiple operational COTS products Many legislative and statutory requirements 5
- 6. LondonWorks - The Backstory LondonWorks was originally launched in 2006 Provides a single source for all roadworks in London Recognised as a brand leader at the time Technology moved on and the system didn’t keep pace Still functional but many unhappy users! 6
- 8. LondonWorks 2.0 - New and Improved TfL - Surface Transport Intelligent Systems (SITS) SITS vision statement - To improve journey reliability, improve customer information and give priority to more efficient transport modes by getting more out of the road network. 8
- 9. LondonWorks 2.0 - New and Improved LondonWorks path-finder for SITS Open data – ability to share data easily Work collaboratively with our delivery partners: WS02 and ESRI Maximise use of COTS products Use Agile methodology to deliver 9
- 10. Our Journey Development stage of London Works 2 Delivered a MPV to time and budget Huge interest and demand from industry users Will go-live in the next few weeks 10
- 11. Benefits of LondonWorks 2 Enhances ability to coordinate Works across London Richer data sets, alerting and metrics Improved operational awareness Easier data sharing Lifecycle Management Improvements to UX Path-finder mission a success 11
- 12. Where are we now? Launch! New rules, processes and relationships Continue to Develop – new ideas Intelligent Client 12
- 13. LondonWorks 2.0 ARCHITECTURE Roland Major Enterprise Architect May 24th 2017
- 14. 14
- 16. LondonWorks 2.0 DRIVING CHANGE IN A COMPLEX ENVIRONMENT Alex O’Brien Transport for London May 24th 2017
- 17. A New Beginning We needed a different approach Scrum General good practice: Start small, work towards something big We used the LW Platform as the pathfinder We hit the ground running 17
- 19. Great things we witnessed Rapid development progress We brought our stakeholders along with us Made 'agile' a common word amongst leadership A 'hardening' to setbacks and issues 19
- 20. Great things we witnessed Ability to bounce back when things don't go to plan The potential of agile to carve new paths into the unknown Mistakes are inevitable when doing brave new things Software development is a creative art 20
- 21. Our Challenges Simultaneous app development Strategic platforms were still emerging No widespread buy-in to agile (when we started) No measure of agile success 21
- 22. Our Challenges Deployment Support and Devops Financial / commercial governance MVP / COTS – manage expectations 22
- 23. We had a great team! Great Developers Great Product Owner & Scrum Master Great technical leadership Great senior management support No half measures! 23
- 24. Mind-set Adjustment Iterative vs sequential Iterative = supports creative exploration It is ok to not know exactly what you want Agile transformation is about talking to people Agile is 'pro-customer' - it is ok to ask for new things late in the day Change in scope is an opportunity to do things better! 24
- 25. Some quotes from Lyssa Adkins Coaching Agile Teams
- 26. C&C: Scope can be locked down with later discoveries being handled as change requests against the scheduled end date Agile: Scope remains flexible, and changes of any kind are welcomed, even late in the project
- 27. C&C: We can plan the work and work the plan Agile: Planning is essential, plans are useless
- 28. C&C: Delivering on time, within budget and on scope equals success Agile: Clients getting the business value they need is the only measure of success
- 29. What’s next? We are now: More confident in building great, complex things Able to help others following in our footsteps Aware of the long path ahead, in order to achieve true agility 29
Editor's Notes
- TfL – to give an overview of our LondonWorks digital transformation journey we have undertaken in partnership with WS02 Surface Transport – responsible for red routes within London (5% of network 30% of traffic)
- But there are many things which impact on the day to day travel of Londoners and frustrate them Roadworks are one of those and are often identified as been the main cause And here are some examples of what we are talking about
- There are also high level political pressures to make things better Here is one chap who declared ‘war on roadworks’ back in 2010 But as far as I know they continue to be a part of our daily life Roadworks often seen as not managed effectively despite the best efforts of those involved But as with many things there are many challenges
- 500,000 road works each year in London - potholes through to Crossrail! Many different stakeholders LBs and TfL responsible for co-ordinating A significant amount of legislation which often dictates process and technical solutions Roadworks are a vital part of delivering essential utility services to business and home owners and to provide a high-quality road network for all road users. But they can also cause significant delay, disruption and frustration to drivers and pedestrians alike. So managing thousands of road works events each day, across multiple stakeholders including utility providers and Local Authorities, is a complex task, and all of this needs to be balanced with a public expectation of a reliable road network with the requirements of utility and maintenance works, road improvement schemes, and emergency events.
- TfL had an existing system in place Went live in 2006 and was recognised as a Brand leader changed the way in which roadworks were co-ordinated Suddenly we could see all the roadworks in one place rather than in individual systems – a good start Built on good technology at the time Did not keep up to date Hence slow clunky software, out-dated tech => poor user experience => unhappy users
- SITS is a TfL project to deliver improved systems to allow us to better manage the road network in London SITS vision statement - To improve journey reliability, improve customer information and give priority to more efficient transport modes by getting more out of the road network.
- To enable this we needed to be able to easily share data across different parts of TfL We needed to change our traditional approach to software development – we wanted a more collaborative approach, working closely with our suppliers We wanted to use COTS tech in conjunction with our strategic platforms We had to challenge our existing waterfall delivery methodology and explore a new world of agile delivery
- This has been a very interesting journey But along the way we have delivered a MPV for LondonWorks 2 to time and within budget Exploring new ways of working and lead TfL to a whole new understanding of Agile Delivery But more of that later In addition we have generated a enormous interest in our user base who are very keen to start using the new product And Go-live
- Enhances ability to coordinate HA and SU Works across London Richer alerting and metrics Improved operational awareness Easier data sharing with technology partners and developers Paves way for further data sharing with other TfL applications Better management of TMA and Forward Planning Lifecycle Management tool for long-term strategic works proposals Improvements to user experience
- We are about to go live, all very excited about the launch But it does stop there We are having to define new rules, processes and relationships in order to make this work. We see LondonWorks 2.0 as a starting point as there are many new features and functions that are needed to assist in the challenge to help mitigate disruption to London road network We have become an intelligent client – we know what’s out there, and we know what we want.
- I feel very privileged to be standing here in front of you all today. I have had several technology jobs over the years, but most of my career has been spent managing road space, so firstly I'd like to thank WS02 for the opportunity to talk to you all today. Gerard spoke about the context, and our mission. Roland spoke about the wonderful technology and architecture that supports the mission. I would like to talk about agile, specifically our experiences with this new way of working.