Paul Hayes MSc

THE PROJECT

The situation

Project I - Improvements to the Interventional Research Services Platform (IRSP). Clinical Practice Research Datalink's (CPRD) arm of MHRA had a need to improve IRSP capabilities and overall service to become more scabale and support a varying degree of clinical trials.

Project II - A common shared cohort builder for Operational & Interventional Research.There are 6 products that span two divisions which inherantly do the same thing.

The work I did

Project I - I joined MHRA when they had been working with a Minimal Viable Product for a number of years. My job was to write and deliver on a product strategy to take this clinical trials platform to deliver on a number of desired benefits.

Project II - Undertook a 6 months discovery to review 6 products across both divisions, deconstructed them to common denominators, understood user TO-BE requriements and proposed a set of high-level core capabilities that would combine them to make one coherent and cohesive cohort bulder. One which could deliver on a patient list for interventional research clinical trials and provide analysis-ready data further investigation for opertaional research.

The results
I prescribed a succesfull product strategy and a solid approach to deliver on that strategy for both projects.

THE WORK I DID

Deliver digital solutions

Project I (Digital Lead - Product Manager): Improve IRSP


1. Devised a strategy for a future service
2. Devised an approach and undertook a discovery to establish AS-IS and develop a set of core capabilities that could be worked on to support a future service
3. Wrote the KPIs and Critical Success Factors for each capability
4. Facilitated the procurement exercise, onboarded 2 suppliers, set up collaboration agreements and a common way of working
5. Wrote the statement of work and prioritised work for both suppliers
6. Designed and recommended an optimal delivery approach from research to deployment
7. Set-up and built an agile team to deliver on the project objectives
8. Instilled agile principles, a number of project governance principles and controls
9. Facilitated all workshops to capture user requirements and iterate with users
10. Designed the product and acheievd great wins like automation of GP registration process with CPRD and GP Payments for their participation in clinical trials
11. Created all UX designs and worte up user stories
12. Created 2-4 weekly plans to ensure smooth running of project
13. Prepared progress collateral of PMO gate reviews, project and investment boards e.g. benefits realisation
14. Created launch collateral for users

Project II (Business Analyst - Product Manager): Combine 6 products to make a new coherent cohort builder


15. Deconstructed all 6 products down to capabilities and features level
16. Compared the products on a capabilties and feature level understanding the commonalities and differences AS-IS
17. The above censor checked by the user and wove in all wish list items, improvements and identified areas that needed a rethink
18. Created a list of high level capabilties that would support a common shared product, which could be used as collateral for a business case to request funding for this project

THE RESULTS

Outcomes

Project I: Improve IRSP


1. Strategy and approach model to the discovery and project
2. Defining the stakeholders involved in the project
3. User perosonas
4. Outlining user epics and needs
5. Mapping user paint points at each stage of the process
6. Identifying and grouping core capabilities that support a clincal trials platform
7. Highlighting which capabailities are more important to help with prioritisation
8. Understanding which capabilities affect which user in different stages of a study process
9. Mapping out processes and TO-BE process solutions
10. Mapping out KPIs, CSFs and project governance controls
11. Example of delivery trello board - sprint planning
12. Understanding and delivering on the benefits realisation - sample
13. Product designs in the live environment
14. Create launch collateral for GPs


Project II: Discovery for a new cohort builder


15. Deconstruct and compare 6 products
16. Derived high level capabilties that would support a cohort builder for Operationla & Interventional Research

THE PROJECT

The situation
The Department Data Hub’s Customer Relationship Management (CRM) records business interactions and intelligence in one place, providing a single view of the customer to DIT to over 3,000 staff and partners in 100 countries. It is a global digital tool that delivers increased insight on where businesses are in the export and investment journey and manage business relationships, as well as deliver UK export and investment wins.

The work I did
When I joined they just delivered the Minimal Viable Product. My job was to write and deliver on a product strategy to take this global digital service to the next level.

The results
I prescribed a solid approach to devising a product strategy and started to deliver on that strategy.

THE WORK I DID

Deliver digital solutions

1. The Product Manager for the global digital CRM service
2. Prescribed a method to deliver on a product strategy
3. Delivered a product roadmap
4. Worked in a agile DevOps environment to launch new functionality fortnightly
5. Worked closes with User Researchers and Development to deliver product accuracy and quality
6. Demonstrated new deliverables at Show 'n' Tells

THE RESULTS

Outcomes

1. Product Strategy Approach
2. Consolidating Needs Landscape from Feedback Sources
3. Mapping Feedback to Strategic Themes
4. Strategic Themes
5. Product Roadmap
6. Implementation of Delivery Process Changes
7. Product Feature - Sprint Planning
8. Reviewing & Consolidating UR Feedback & Next Actions
9. Product Designs
10. Product Backlog

THE PROJECT

The situation
HMRC had a new to revamp several of their outdated and (inter)national services like Trade Export Declaration Service, Economic Operator Registration Identification registration service (EORI, which is basically a method for tracking exports and imports within the EU so any shipments can easily identified by customs and an a new Import Duty Dashboard (where traders can view a history of their customs transactions and current liabilities owed to HMRC).

The work I did
I steered the team and the organisation into adopting Government Digital Services approach, methods and techniques to deliver on discoveries and alpha preperations for the above workstreams.

The results
Convinced senior civil servants to adopt my approach to deliver on successful discoveries and alpha.

THE WORK I DID

Delivery of new way of working, Discovery & Alpha

1. The Product Manager for the UK digital import and export services
2. Prescribed a method to deliver on HMRC digital import / export strategy
3. Convinced senior civil servants to adopt approach for programme to run successfully
4. Steered the team in adopting approach and using the right tools and techniques
5. Planned our the various workstreams for the discovery and alpha (prototype) phases
6. Demonstrated deliverables at Show 'n' Tells
7. Demonstrated progress to senior management

THE RESULTS

Outcomes

1. Mapping TO-BE EORI registration user journey and personas
2. Creating EORI registration Alpha prototye
3. GDS Alpha EORI registration assesment preparation
4. AS-IS discovery for a single view of customs declaration, Duty Referment Service and TO-BE reccomendations
5. AS-IS TO-BE HMRC propsed new Digital Team delivery aporoach
6. Project roadmap of the above

PROJECTS

1. Department for Education - Skills Funding Agency (Digital Delivery Lead)
2. HM Land Registry (Digital Transformation & BA Lead)
3. Department for Work & Pensions (Senior Business Analyst)
4. Scottish Government (Digital Transformation Lead)
5. Home Office (Delivery Manager Lead)
6. NHS England (Digital Delivery Lead & Product Manager)
7. University of Surrey (Product Manager)

SKILLS AQUIRED

1. Leading GDS style teams in Discovery to Live phases
2. Facilitating SCRUM ceremonies and managing artifacts
3. Product / service design and organisation analysis
4. Delivery plans and product roadmaps
5. Risk and issue management
6. Conducting user research and understating requirements
7. Managing varied and challenging stakeholders
8. User needs writing & capability mapping
9. Business Model Canvas
10. Wardley Mapping

TOOLS

1. Jira & Confluence (Software Dev. Management)
2. Google suite of online products
3. Slack (Communication)
4. Trello (Communication)
5. Balsamiq (Whireframing)
6. Whimsical (Mindmaping & Flowcharting)
7. Sharepoint (File Maangement)

THE PROJECT

The situation
The Skills Funding Agency provides funds to eductional institutions nationalwide. It offers a secure digital contracting process which enables further education providers and employers to review and digitally sign their contracts, without the need to return a hard copy.

Their ambition was to significantly improve this process to manage over 1,000 contracts yearly and provide improved flexibilty and control to the educations providers.

The work I did
I built up and led a 12+ full cross-functional agile team to deliver on the next phase of the provider funding and conciliation contracts digital service in line with the UK Government’s Digital by Default Service Standard.

The results
Injected significant governance and best practice into the process to increase velocity, service quality and deliver a high-performance team within a SCRUM/Kanban environment. Directed a number of discoveries to drive future service roadmap products, mentor and transfer knowledge to team members to improve capability and performance.

THE WORK I DID

Build team and deliver digital solutions

1. The Delivery Lead for the project
2. Developed and installed a new and strong delivery approach incorprating SCRUM / Kanban
3. Set-up and orchestrated all the clockwork SCRUM ceremonies and reviewed all artifects
4. Instilled best practive and project governance to improve overall project success
5. Built and delivered a high performing team working at an optimal level of performance
6. Directed a number of successful discoveries to gather requirements on related future project-subject areas
7. Delivered on the product roadmap
8. Mentored and championed the team in agile ways of working, mentored the Product Manager and BA in working on digital projects acrioss government and hands-on practical knowledge sharing

THE RESULTS

Outcomes

1. A new delivery cycle
2. A new research, refinement and sprint cycle
3. Scrum ceremonies and artifacts
4. Sprint planning & service roadmaps
5. Feature evolution & story creation
6. Digital product solutionsa>
7. User personas and journeys

THE PROJECT

The situation
With its future in the public sector now assured, Land Registry (LR) is about to enter a new period of its 150 year history. LR business plan responded to the Government’s belief that the release of Land Registry data will have a benefit to the economy, and includes in it a compelling case to transform and modernise the organisation. Doing so will provide an opportunity to meet a range of Government objectives, improve the services offered to customers, and provide better tools for staff to use to do their jobs.

Their ambition was to modernise the business through a strategically aligned transformation portfolio that provides a number of efficiencies, economic and social benefits.

The work I did
As Digital Transformation Lead and BA I assessed what they planned to change, and how that change was to be undertaken i.e. whether they were ‘doing the right things’ and ‘doing things right’

The results
This Disocvery piece was widley accepted and praised, which look at evidenced recommendations for delivering the change in the most effective way.

THE WORK I DID

Discovery

1. The main point of contact for the project
2. Set Discovery objectives, kick off meeting, pace of work
3. Designed an approach to the Discovery (6 weeks)
4. Coordinated and facilitated meetings / workshops with staff at all levels across the business at differet UK sites
5. Feedback to the client each week (early) findings and progress update
6. Present final findings and reccomendations to Board of Directors

THE RESULTS

Outcomes

1. Formal Report & Reccomendations
2. Discovery Approach
3. User Needs
4. User Pain Points & Opportunities
5. Service Landscape
6. Technology Review

THE PROJECT

The situation
The Department for Work & Pensions (DWP) had published a 2020 Vision and begun on their transformation journey. The strategic transformation of technology within DWP has always been difficult because there is: (1) No joined up approach, across functions, (2) A focus on technology refreshes, not on holistic business transformation and (3)No joined up map view of the current ‘as-is’ world covering capabilities, technology and overall cost drivers. This all makes it difficult to understand what areas to attack why, when and how.

The work I did
To undertake a discovery exercise sought to explore opportunities to improve and modernise DWP technology for staff and customers in a more informed way; conducted to understand how DWP are currently using technology to deliver services for its customers.

The results
To create a report that shows how DWP can transform its services by taking a multi-disciplinary approach to standardising, simplifying and sharing the delivery of its business capability needs.

THE WORK I DID

Discovery

1. A Senior Business Analyst for the project
2. A Re-design of 2 DWP service offering around customer circumstances
3. A standardise service offering proposed, operations and user journeys around a common service pattern
4. Presented increase efficiencies across DWP high cost services (8 services initially targeted)
5. Presented a standardised, simplified and shared delivery of capability needs across services
6. Identified where duplication of technology could be reduced that delivered similar capability needs (average of 31 technologies delivering each group of capability needs)
7. Identified 87% of DWP technology that could utlise commodised technologies
8. Identified where technology costs could be reduced across DWP high cost services (4 services initially targeted)

THE RESULTS

Outcomes

1. Final formal report
2. Understanding DWP services
3. Map DWP technology value chain
4. Spot patterns with different data views
5. Model to consolidate cost analysis
6. Prioritised focus on service areas
7. Example play of 21 service change reccomendations

THE PROJECT

The situation
The new devolved welfare powers handed to the Scottish administration mean a mandate / opportunity to offer and support an effective and reformed digital social security service.

The work I did
As Digital Transformation Lead I led the Discovery and Alpha to understand what the service is today and what a new service would look like in the future and build an alpha prototype to test this understanding.

The results
The on-track prototype proved the success of the discovery, which was using shared technologies and common capabilities to deliver on 3 different social welfare services.

THE WORK I DID

Discovery

1. The main point of contact for the project
2. Set Discovery objectives, kick off meeting, pace of work
3. Designed an effective approach to the Discovery (8 weeks)
4. Designed an workable approach to User Research with the research teams
5. Organise all Show 'n' Tells, stakeholder engagement and reporting

1. The main point of contact for the project
2. Outlined scope of work and planned sprints
3. Designed an approach to User Research within the research team
4. Delivery led the process to final prototype production
5. Organise all Show 'n' Tells, stakeholder engagement and reporting

THE RESULTS

Outcomes

1. Discovery Plan
2. Discovery Approach
3. User Research Plan
4. User Research Findings
5. Service Landscape
6. Service Landsacpe Overlay
7. Service Pattern
8. Capabilities
9. Capabilities Vs. Technology
10. Indicative Target Architecture
11. Technologies Vs. Delivery Options
12. Technology & Infrastructure Cost Estimate for Spending Review
13. Minimal Viable Product
14. Final Formal Written Report

1. A successful working prototype to test assumptions in Discovery

THE PROJECT

The situation
Legal aid supports citizens to get help for their legal problems.This is mostly accessed through a solicitor who offers help through legal aid, or other legal advice providers funded by the Scottish Legal Aid Board (SLAB). SLAB can provide funding Legal and help towards the costs of legal advice and representation, for those who qualify, paid for out of public funds. It is designed to help individuals on low and modest incomes gain access to the legal system.

The work I did
As Digital Transformation Lead I led the Discovery to understand the current and reccomend a new service based on user needs and core capabilities.

The results
The Scottish Government accepted the work as complete with view of building an Alpha prototype to test theory principles outlines in the Discovery phase.

THE WORK I DID

Discovery

1. Point of contact for the project
2. Set Discovery objectives, kick off meeting, pace of work
3. Designed an approach to the Discovery (2 weeks)
4. Faciltated all workshops and interviews
5. Undertook all analysis of disperate and dispersed sources of information
6. Organised and delivered presentations and stakeholder engagement
7. Wrote final Discovery report

THE RESULTS

Outcomes

1. Civil Legal Aid & SLAB Review
2. User Personas
3. User Needs
4. Service Process
5. Service Pattern
6. Service Capabilties
7. Technology Landscape
8. Alpha Reccomendation
9. Final Formal Written Report

THE PROJECT

The situation
Sharing of information across government is a core business capability. The current landscape is extremely varied from slow paper-based processes to more modern exchanges for structured information. Criminal Justice was chosen as a discovery area as it represented a good use case for large volumes of evidence (unstructured information) being shared across multiple organisations. The use of digital evidence is already growing significantly across the justice service. Digital evidence is involved in approx. 30% of cases. Evidence used in criminal proceedings will continue to be transmitted around the Justice systems in a unstandardised way, with different organizations employing different practices based on their own separate capabilities.

The work I did
Undertook a mini discovery to look at how the Justice Digital Strategy Team would use digital technology to enable the storage, management and sharing of evidence across the Justice system. The secure repository will provide the capability to manage digital evidence (e.g. images of productions, CCTV footage, etc.) and allow controlled, audited access to digital evidence from any authorized Justice user.

The results
Uncovered the needs and benefits of such a digital information sharing capability and draw up a Business Model Canvas.

THE WORK I DID

Discovery

1. Organised and faciltate workshops across the Justice Digital Team
2. Understood user needs and benefits of an Criminal Justice Service
3. Facilitated a workshop to populate the Business Model Canvas with various presentatives across Criminal Justice Service
4. Reccomended a full Discovery and what that would look like and likely to uncover

THE RESULTS

Outcomes

1. Needs
2. Benefits
3. Business Model Canvas
4. Full Discovery Focus
5. Final Formal Written Report

THE PROJECT

The situation
Dispute resolution services are made available to citizens or businesses with an issue to be resolved. They fall into adjudicative processes where an arbitrator determines the outcome or consensual processes where parties attempt to reach an agreement with a mediator or negotiator. Online Dispute Resolution (ODR) is one of several methods of dealing with disputes without going to court. It offers a major opportunity to help many people for whom public funding to resolve disputes is not available, or for whom legal costs are prohibitive. It is best placed to settle high volumes of relatively low value disputes i.e. less than £25K. ODR is in harmony with wider changes in society, in particular the advances in technology and the large scale use of online services to transact all forms of business.

The work I did
Undertook a mini discovery to look at the posibility of how Dispute Resolution in Scotland can be resolved through a reformed digital approach. I investigated the service, reviewed similar solutions offered globally, the needs and benefots required for the users in Scotland

The results
Uncovered the needs of a Dispute Resolution service and benefits of atransformed digital approach. I compared other similar services globally, case-studied a succcessful one and created a Business Model Canvas for Dispute Resolution Service for Scotland.

THE WORK I DID

Discovery

1. Organised and faciltate workshops with the Dispute Resolution Team
2. Understood user needs and benefits of an information sharing capability
3. Facilitated a workshop to populate the Business Model Canvas with various presentatives across Dispute Resolution Service
4. Reccomended a full Discovery and what that would look like and likely to uncover

THE RESULTS

Outcomes

1. Needs
2. Benefits
3. Business Model Canvas
4. Potential Discovery Focus
5. Final Formal Written Report

THE PROJECT

The situation
The Quality Assessment Team and Commisioners within NHS England have a need to review quality across all NHS specialised services to improve clinical outcomes and patient care. This is done via a robust process that is supported by a digital portal. There was a need to overhaul this portal to support the process more effecienty and effectively.

The work I did
Undertake a discovery that would uncover the core capabilities that were needed to support a new digital service by understanding the user processes and needs.

The results
Wrote a discovery report that mapped out user processes, tasks & outcomes, specific user needs, prescribed the core capabilities that would support a new service and create some initial wireframe designs to articulate findings.

THE WORK I DID

Discovery

1. Created a stakehodler map
2. Mapped out personas that are involved in the QST process and who would engage in the digital service
3. Define user story epics
4. Outline the core set of capabilities that would support a workable and successful service
5. Map where these capabilities would come into play in the QST process for each user
6. Grouping the outcomes of user taks to understand the potential technologies needed to support these
7. Map out main tasks and activities in the QST process
8. Map out user outcomes within each user activity in the process
9. Identify user needs in each part of the main tasks of the QST process
10. Outlibe MVP for Release I
11. MVP Usder Stories
12. Wrote a report to senior executives to encapsulate all the above

THE RESULTS

Outcomes

1. Stakeholder map
2. Persona overview
3. User story epics
4. Service capabilities
5. Process Vs. Users Vs. Capabilities
6. User outcome terminology groupings
7. QST User needs in each main process activity
8. Outline MVP and user stories
9. High level wireframes as a discussion point

THE PROJECT

The situation
The Veterinary School of Medicine at the University of Surrey created a minimal value product tablet app with a primary aim to collect data and observations regarding deceased animals. This data is shared with DEFRA who are one of the main stakeholders in the PathPal initiative. There are currently five sites across England that perform post-mortems and are users of the application. The project was initiated to significantly enhance the app and streamline the supporting background processes so that the app could open up further commercial and data opportunities globally.

The work I did
Significatly improved the user interface, built in additional capabilities and app features (including the ability to post-motem nany other species) and streamlined an antiquated backend processes (through the consolidation of CRM systems to a cloud based service).

The results
The results of the project led to a signifcant reduction of app defects and process waste, the improvements led to a more user-centric application and a more efficient scalable service.

THE WORK I DID

Discovery & Execution

1. Business analyst and product manager for the project
2. Mapped out the user journey to identify problematic touch points
3. Mapped backend processes to identify process wastage and bottelnecks
4. Worked closely with Vets to identify improvements to the user interface, new capabilities and features and overall performance
5. Implemented all of the above
6. Created tablet app training documentation highlighting the changes
7. Wrote a recommendation product strategy paper highlighting a potential future product roadmap

THE RESULTS

Outcomes

1. User journey mapping with streamling cost savings
2. Sample tablet app training manual
3. Product strategy reccomendation
4. Product streatgy timelines
5. Example tablet interface

THE PROJECT

The situation
The Department provides a number of household energy effciency schemes to help the UK pubic have warmer homes, make them more energy effecient and save money. There was a need to have a more cohesive, consolidated and coherent approach online to Household Energy, that was intuitiave and inpsiring, and replace the existing fragmented Green Deal journey.

The work I did
Undertake and present the results of the discovery which delivered evidence that the project would create a number of Department and consumer benefits; offer a more consumer centric service that harmonises the relation between policy cosumer, and provide consumers clarity overall the funding initiatives available.

The results
Strong proposals for the Department's strategy to realise a more joined up working, create a more user-centric online journey that can easily change to reflect changes to underlying policy and user needs.

THE WORK I DID

Discovery

1. Undertake a user needs exerice that looked at speaking to consumer facing staff, review existing project collateral and journey content, website search terms & transaction volumne data, and existing user research
2. Map out existing user journey
3. Present variations of future user journeys
4. Present all findings in a discovery report

THE RESULTS

Outcomes

1. Existing user journey mapping
2. User personas
3. High level user needs
4. Future user journey
5. User journey assumption testing
6. Approach to discovery
7. Discovery Report