Hi, I'm Dave - and SensibleTech was my idea. I’ve worked in the public sector in technology and digital roles for what feels like a very long time. I’ve experience of all levels of government, from tiny village parish councils up to 10 Downing Street.
The traditional approach to comms is to do a lot of planning up front. Many teams will embark on a “comms strategy”, or perhaps write a set of “comms principles”, and then set about filling a calendar or grid with expected messages at expected times. Most of these are unnecessary when doing comms for agile work and agile teams.
In agile programmes people prefer to talk about roadmaps rather than plans. This post is about the reasons behind this and the benefits of using a roadmap rather than a gantt chart to manage pure agile, or mixed methodology programmes.
Even if we adopt Tom Loosemore’s definition of digital – and we should – it’s still necessary to interpret it in the context of the service you are looking to digitise. I’ve worked out a really simple framework for thinking…
It was an absolute pleasure to talk with Neil Lawrence from Dorset Council about the research project he led, using Local Digital funding to find out what the user needs are that using a chatbot might meet. You can watch…
Recently I’ve been working on a team thinking about what digital government services might be like in the near future. Conor, our interaction designer, summed up the last 9 years rather well.
‘We essentially create boring magic.’
The third list I’m going to tell you about very quickly is the BBC iPlayer, which of course is nothing more than a list, presented well. A list of telly programmes and radio programmes. I thought I’d tell you the story of how we came up with it in the very, very first place, before it was a list.
Roadmaps can be a powerful tool to communicate the vision for a product’s development, unite teams of makers around common goals and let stakeholders know (roughly) when they can expect the improvements they care about.