Tuesday, December 24, 2024

Why Keir Starmer’s Proposal to Overhaul Whitehall Requires a Fresh IT Perspective

When I look at how major government projects get delivered, I see some clear barriers that really hold things back. The risk management strategies meant to prevent failure and waste often end up causing more problems.

One major issue is the disconnect between Agile methods promoted by the Government Digital Service (GDS) and the rigid, top-down approval processes that govern funding and oversight. These processes usually require a detailed design, a firm understanding of outputs before the project starts, and a comprehensive business case detailing the budget. It mirrors Waterfall planning and simply doesn’t suit Agile delivery.

Having worked in the Treasury, I get the need to manage spending carefully. But right now, the system doesn’t gel with Agile methods. It sometimes feels like just a box-ticking exercise, which actually distracts teams from the quick, flexible approach they need to succeed. The government should embrace a more dynamic, startup-like environment that promotes testing and learning.

Another hurdle is how IT and business staff approach projects. Many departments lean heavily on in-house development with custom code due to the perceived complexity of their requirements. This can become a costly, time-consuming endeavor with no guarantee of success. It often creates a massive gap between IT teams and the business staff who will use the systems, resulting in endless back-and-forth on design documentation.

To bring Keir Starmer’s vision of reshaping Whitehall to life, the government needs to look at adopting low-code development intelligently. This can transform how IT is designed and built, cutting down on the need for extensive custom coding and better involving business teams in the process.

The current government is on the right path by focusing on smaller projects. Shifting to a more iterative approach, rather than aiming for massive, sweeping changes all at once, makes a lot of sense. By starting small and zeroing in on key processes, and using Agile low-code methods, the government can minimize reliance on rare technical skills while fostering collaboration between business and IT.

This strategy allows for quicker assessment of outcomes, paving the way for the next steps in the project. Ultimately, this leads to effective transformations without the headaches associated with traditional project delivery methods.