{{ item.description }}
+
+ {{ page.job_title }}
+ {% if page.phone %}
+
+ phone: {{ page.phone }}
+ {% endif %}
+ {% if page.email %}
+
+ email: {{ page.email }}
+ {% endif %}
+
-
-
-
-
-**More resources related to creating effective governance structures are in development. Please reach out to Heather.Remacle@gov.bc.ca if you have any questions or feedback that might help us build useful products for you.**
diff --git a/docs/Agile-in-the-BCPS/readme.md b/docs/Agile-in-the-BCPS/readme.md
deleted file mode 100644
index c784665..0000000
--- a/docs/Agile-in-the-BCPS/readme.md
+++ /dev/null
@@ -1,62 +0,0 @@
----
-layout: default
-title: Agile in the BC Public Service
-has_children: true
-nav_order: 8
----
-
-# Agile in the BC Public Service
-
-Public servants are seeking ways to better deliver services that meet citizen expectations in a complex, fast-changing world. This means abandoning traditional approaches, which often assume we can:
-
-* predict the outcomes of our work over long periods of time,
-* manage complexity with increasingly large and complex projects, and
-* understand people's needs without talking to them.
-
-It also means re-training and gaining competency in new mindset and methods that enable us to navigate change and new opportunities. With an "Agile" approach, teams can to respond to unpredictable change through:
-
-* starting small on a well defined problem,
-* building, or iterating on, direct feedback from users on prototypes or early versions of real products; and
-* taking an incremental approach to delivery that reduces the risk we manage at any given time.
-
-If applied appropriately, Agile practices usually yield better results for citizens through faster and more efficient service delivery. This, according to the [Corporate HR Plan](https://www2.gov.bc.ca/assets/gov/careers/forms-tools/all-employees/corporate_plan_where_ideas_work.pdf "Corporate HR Plan"), is why the BC Public Service is investing in learning how to apply Agile methods, where traditional approaches are not meeting citizen expectations.
-
-The Exchange Lab is one place where public servants learn to be Agile. The lab incubates and accelerates learning through the experience of delivering high quality services.
-
-While we build real products, the higher value deliverable is the talent and team that becomes equipped to continue service improvement, while taking on new important challenges.
-
-* For more insight into the values and principles of an Agile team, please see the [Agile Manifesto](http://agilemanifesto.org "Agile Manifesto") and its [history](https://agilemanifesto.org/history.html "History of the Manifesto")
-* The Ontario Digital Service offers [an excellent summary of Being Agile](https://www.ontario.ca/page/being-agile-ontario-public-service)
-* Go deeper with [our list of favourite Agile learning links.](https://bcgov.github.io/ExchangeLabOps/Lab-Learning-Programs/Learning-Links.html)
-
-## From Bridges to Software to Public Service
-
-Agile has its roots in Lean manufacturing and became popular in the software industry. Traditional project management made sense for engineering projects, but challenges surfaced for software development. In particular, traditional or waterfall project management limits our ability to adapt to changing requrements because of structures that force alignment to long term plans.
-
-Additonally, when we create isolated and specialized teams in project structures, we require cascading hand-offs which challenge communication and collaboration. This limits innovation, slows delivery of value, and degrades the quality of our products.
-
-In 2015, the BC Developers' Exchange started experimenting with Agile product teams. We tested the [Agile Delivery Process](https://developer.gov.bc.ca/Agile-Delivery-Journey?intention=LOGIN#error=login_required "Agile Delivery Process"). We also learned it takes more than just process improvement: we needed to adjust our mindsets and build a supportive community to enable results.
-
-**The result?** There are over [20 product teams](https://bcgov.github.io/ExchangeLabOps/Resident-Teams/README.html) who have delivered high quality products in an Agile way and many within a year. Additionally, organizations that have graduated teams from the Lab are now embarking on broader Agile adoption and are creating more teams.
-
-The demand for support from across the Public Service to become more Agile is increasing. While the Exchange Lab uses Agile-Scrum methodologies, there is interest in applying Agile values and principles more broadly. There is a growing community of people supporting each other to learn how to apply scrum and other methods.
-
-### There is a way to do this with ill-effect.
-
-Agile is considered "new" to many, but it has been used in the technology industry since at least the 1990s. It has surged in popularity among public services across Canada and more broadly. This means there are many flavours of adoption, and not all are successful.
-
-Expecting a new team or organization to simply adopt Agile methodologies is like asking an African Safari guide to lead Scuba divers on a reef tour. There are some core competencies that need to be adopted before this can happen.
-
-Agile is also not a solve-all approach. It is specifically relevant when solving problems in a complex environment. Sometimes waterfall is the right method. Sometimes Lean Six-Sigma will add rocket-fuel to your delivery. We reference the Cynefin Framework to help understand when it is appropriate to apply probe-sense-respond (Agile) practices:
-
-
-Further, service delivery in complex circumstances, regardless of methodology, is still difficult. Agile teams require the right conditions to succeed. [Learn about why you should re-think governance when you adopt Agile.](https://bcgov.github.io/ExchangeLabOps/Agile-in-the-BCPS/governance/README.html)
-
-## Tips to get started:
-[Check out digital principles in development for the BC Public Service](https://github.com/bcgov/digital-principles "Digital Principles in the BCGov Github") including:
-
-
-### About Working in the Open
-There are many benefits to sharing information openly. [See the government of Canada's Guide for Publishing Open Source Code](https://www.canada.ca/en/government/system/digital-government/open-source-software/guide-for-publishing-open-source-code.html)
-
diff --git a/docs/Journey_of_a_team/0_Desire-a-new-way-of-working/Digital-response-readiness.pdf b/docs/Journey_of_a_team/0_Desire-a-new-way-of-working/Digital-response-readiness.pdf
deleted file mode 100644
index ab4e7e5..0000000
Binary files a/docs/Journey_of_a_team/0_Desire-a-new-way-of-working/Digital-response-readiness.pdf and /dev/null differ
diff --git a/docs/Journey_of_a_team/0_Desire-a-new-way-of-working/Exchange-Lab-Residency-Partnership-Agreement_TEMPLATE.pdf b/docs/Journey_of_a_team/0_Desire-a-new-way-of-working/Exchange-Lab-Residency-Partnership-Agreement_TEMPLATE.pdf
deleted file mode 100644
index 84422cf..0000000
Binary files a/docs/Journey_of_a_team/0_Desire-a-new-way-of-working/Exchange-Lab-Residency-Partnership-Agreement_TEMPLATE.pdf and /dev/null differ
diff --git a/docs/Journey_of_a_team/0_Desire-a-new-way-of-working/Exchange-Lab-Residency_Intake-Value-Canvas_WORKBOOK.pdf b/docs/Journey_of_a_team/0_Desire-a-new-way-of-working/Exchange-Lab-Residency_Intake-Value-Canvas_WORKBOOK.pdf
deleted file mode 100644
index 35f255f..0000000
Binary files a/docs/Journey_of_a_team/0_Desire-a-new-way-of-working/Exchange-Lab-Residency_Intake-Value-Canvas_WORKBOOK.pdf and /dev/null differ
diff --git a/docs/Journey_of_a_team/0_Desire-a-new-way-of-working/README.md b/docs/Journey_of_a_team/0_Desire-a-new-way-of-working/README.md
deleted file mode 100644
index 899fc4e..0000000
--- a/docs/Journey_of_a_team/0_Desire-a-new-way-of-working/README.md
+++ /dev/null
@@ -1,60 +0,0 @@
----
-layout: default
-title: Phase 0 - Desire Change.
-parent: Journey of a Lab team
-nav_order: 10
----
-
-# Phase 0: Desire a new way of working
-
-Have you been working towards delivering value in your organization and feel that the systems or process are challenging your ability to get results? Particularly when there is technology involved?
-
-**Maybe it's time to step back and consider some new ways of working.** Your friends at the Exchange lab have done that, and are having lots of learning, success, and fun. We're keen to share. In particular, we apply Digital Principles, Agile mindset and methods to delivery value more quickly, with less wasted resources, and to people's expectations.
-
-* [Read the Draft Digital Principles & contribute your feedback](https://github.com/bcgov/digital-principles)
-* [Learn more about Agile in the BC Public Service ](https://bcgov.github.io/ExchangeLabOps/Agile-in-the-BCPS/readme.html)
-* [Spend some time digging into resource provided by the Agile Alliance](https://www.agilealliance.org/agile-essentials/)
-
-When people hear about us, they aren't quite sure if we are private sector or public sector. It's that much of a difference.
-
-So, we encourage you to suspend your disbelief, tap into your growth mindset, and explore the journey of a Lab team. There's plenty you can take away and apply without having to reside at the lab.
-
-## Get started:
-
-1. [Take a Tour of the Exchange Lab](https://www.eventbrite.ca/e/take-a-walk-on-the-agile-side-tour-of-bc-govs-csi-lab-tickets-43946375793) and hear first hand how teams are re-inventing services delivery as Digital Product Teams.
-2. Connect with other innovation discaplines to help you think about how you might explore opportunities for service improvement (see [using ideas at work](https://www2.gov.bc.ca/gov/content/careers-myhr/all-employees/new-employees/next-steps/first-six-months))
-3. [Sign up to our newsletter](https://us3.list-manage.com/subscribe?u=2cd8863adab4f39ade7cbee34&id=b331c22b50) and keep up to date on events and training opportunities.
-
-## Orient Around an Opportunity
-
-Now that you have a sense of the positive difference in results that teams acheive with agile mindset and methods, you're likely considering what you could start to solve for.
-
-We work with teams that start with a single, feasible, small problem to solve, because we've seen that learning to apply very new approaches through experience is the best way to catalyze and sustain the change. We've also seen attempts to solve for too much lead to less than ideal results, and disengaged public servants.
-
-### Resources
-The following documents guide how program areas engage with the Exchange Lab.
-
-* [Read and complete the Value Canvas Workbook the Lab uses to intake new product teams](https://github.com/bcgov/ExchangeLabOps/blob/master/docs/Journey_of_a_team/0_Desire-a-new-way-of-working/Exchange-Lab-Residency_Intake-Value-Canvas_WORKBOOK.pdf).
-* [Read the Partnership Agreement we use to orient teams towards readiness.](https://github.com/bcgov/ExchangeLabOps/blob/master/docs/Journey_of_a_team/0_Desire-a-new-way-of-working/Exchange-Lab-Residency-Partnership-Agreement_TEMPLATE.pdf)
-
-Contact ExchangeLab@gov.bc.ca to request editable PPTX/DOCX versions.
-
-## Engage the Lab
-
-The Exchange Lab is a full service, fast-paced, and in demand resource. So, we appreciate the effort you make to do some homework prior to asking for help.
-
-Once you have some awareness of what we offer, and what you want to solve for, we're very happy to:
-
-* Meet and explore how we might to work together, including Lab residency.
-* Connect you to others in the community that you could work with.
-* Coach your organization on building digital capabilities.
-
-Please be prepared to have very honest conversations about what you believe to be in the way of realizing better service delivery.
-
-Make contact by attending events we host, or email ExchangeLab@gov.bc.ca.
-
-## Next Step: Assemble a Team
-
-If you decide to take an Agile approach to service delivery, then you'll likely be seeking to build a small, cross functional delivery team that will continue to improve your service into the future with direct feedback from users. (If not, then please ask us how you can come to understand why this is the preferred approach to service delivery.)
-
-[Learn about what it takes to assemble a team.](https://bcgov.github.io/ExchangeLabOps/Journey_of_a_team/1_Assemble-a-team/README.html)
diff --git a/docs/Journey_of_a_team/1_Assemble-a-team/README.md b/docs/Journey_of_a_team/1_Assemble-a-team/README.md
deleted file mode 100644
index a105be0..0000000
--- a/docs/Journey_of_a_team/1_Assemble-a-team/README.md
+++ /dev/null
@@ -1,37 +0,0 @@
----
-layout: default
-title: Phase 1 - Assemble a team.
-parent: Journey of a Lab team
-nav_order: 11
----
-
-# Phase 1: Assemble and support a team to get started
-
-By the time a team has reached this phase, key stakedholders are aligned around what problem the team will work on. They have funding, executive support, and a commitment to shifting their organization structure to support a cross functional, continous service improvement team.
-
-Organizations have a few options for building a team.
-
-**Source the talent internally.** This is challenging in the BC Public Service currently, as we have a shortage of talent that can do software development.
-
-**Hire team members.** With approval of the the BCDevExchange, you can use [these job profiles to build an Agile team](https://psa.sp.gov.bc.ca/sites/HRSUPPORT/Jobstore/MTICS/Forms/AllItems.aspx), including:
-
-* Developers
-* DevOps Specialists
-* User Researchers and Designers
-* Product Owners
-* Scrum Masters
-
-**Procure a Team.** Most of our teams start by hiring vendors for a year to build the product and then mentor team members that are hired to continue improving and maintainting the product continuously. [We encourage hiring agile teams using Sprint with Us.](https://bcdevexchange.org/sprintwithus)
-
-Once a team is brought together, we facilitate their journey.
-
-* [Check out the self-serve trello board we are building to support the journey of a lab team.](https://trello.com/b/Ov6fnUL5/exchange-lab-journey-checklist)
-
-## Resources in Development
-
-The Exchange Lab is always learning what is needed to support new teams and orgaizations building their Agile capacity. We're planning to build these
-
-* A template or workbook to support figuring out funding (allocations of CapEx and OpEx)
-* Case studies of how other teams have navigated this journey
-
-Tell us what else might be helpful - email ExchangeLab@gov.bc.ca
diff --git a/docs/Journey_of_a_team/2_Build-Minimum-Viable-Product/README.md b/docs/Journey_of_a_team/2_Build-Minimum-Viable-Product/README.md
deleted file mode 100644
index a3af536..0000000
--- a/docs/Journey_of_a_team/2_Build-Minimum-Viable-Product/README.md
+++ /dev/null
@@ -1,20 +0,0 @@
----
-layout: default
-title: Phase 2 - Build a Product.
-parent: Journey of a Lab team
-nav_order: 12
----
-
-# Phase 2: Build a Minimum Viable Product
-
-During this phase, a new team starts working on the proof of concept they have imagined as a result of what was discovered in phase 1.
-
-The process includes building an Alpha product to test with users (this may even be paper prototypes) and then moving towards a beta product that is working software.
-
-Lab Operations support teams through this with coaching, facilitation and support to use modern tools.
-
-# How long does it take?
-
-It depends on the team and the product, but it is normal for a team to deliver a product to the public, that they can use and that delivers REAL value within six months.
-
-The Lab Operations team is working on putting together some case studies to illustrate how this is possible.
diff --git a/docs/Journey_of_a_team/2_Build-Minimum-Viable-Product/README2.md b/docs/Journey_of_a_team/2_Build-Minimum-Viable-Product/README2.md
deleted file mode 100644
index 8b13789..0000000
--- a/docs/Journey_of_a_team/2_Build-Minimum-Viable-Product/README2.md
+++ /dev/null
@@ -1 +0,0 @@
-
diff --git a/docs/Journey_of_a_team/3-Go-live-and-graduate/README.md b/docs/Journey_of_a_team/3-Go-live-and-graduate/README.md
deleted file mode 100644
index 4f566ae..0000000
--- a/docs/Journey_of_a_team/3-Go-live-and-graduate/README.md
+++ /dev/null
@@ -1,23 +0,0 @@
----
-layout: default
-title: Phase 3 - Take the Product Home.
-parent: Journey of a Lab team
-nav_order: 13
----
-
-# Phase 3: Release a stable product and continuously improve it back at home!
-
-Teams in this phase are mature in their agility, and have a product that is proven to deliver value to the user.
-
-A lot of work has gone into supporting the team to get to this phase, including engagement with the home agency to prepare them to sustain the Agile product delivery approach.
-
-[Check out some of the products we have built with teams to date.](https://bcgov.github.io/ExchangeLabOps/Resident-Teams/README.html)
-
-# Tools to Prep for Graduation
-
-Artifacts to come:
-
-* Template graduation plan
-* Finance model
-* Culture Change Roadmap
-* Return on Investment Report Template
diff --git a/docs/Journey_of_a_team/Journey.md b/docs/Journey_of_a_team/Journey.md
deleted file mode 100644
index 663c6c4..0000000
--- a/docs/Journey_of_a_team/Journey.md
+++ /dev/null
@@ -1,39 +0,0 @@
----
-layout: default
-title: Journey of a Lab team
-has_children: true
-nav_order: 10
----
-
-# The Journey of a Lab Team
-
-The primary program delivered by the Exchange Lab is a year long residency for a Team. These teams typically do not exist before an organization approaches the lab for help.
-
-We support public servants to understand the value of building high performing teams that build a product and continue to improve it. These teams use Agile methods to quickly and effectively build services that meet people's needs. We know, because the talk directly to the people who use the products!
-
-* Learn about the full Journey of a Team.
-
-# Expected Timeline
-
-Not every journey is the same, but given what we have seen to be possible when the right conditions are in place, here is want you can expect from a digital delivery team in the lab:
-___
-
->**Within a month**, program areas build a team and align their organizaton to support Agile delivery.
-
->**Within two months**, teams clarify the problem they are trying to solve.
-
->**Within three months**, teams build a prototype and engage directly with users to learn what is most important to them.
-
->**Within four months**, teams release a real digital product (considered an alpha product) to users and build trust in their organization that they are making solid progress. They can communicate their "velocity" and have high trust and productivity.
-
->**Within six months**, teams refine the product by getting feedback directly from users. They start coaching other teams and offering solutions back to the community.
-
->**Within eight months**, teams are ready to release a beta product to the public. They have solid infrastructure and technical excellence so that they can quickly respond to changing requirements or unexpected issues. Vendor team mates coach new public service talent that will remain in the team.
-
->**Within a year**, teams are ready to graduate. The product is ready for a live status and ongoing improvements in a stable production environment. The home organization is capable of supporting the ongoing productivity of the team, with new problems to solve.
-
-## How to get started
-
-We've outlined the main phases that teams go through on this site and are providing resources and tools that teams need during these different phases.
-
-If you know of a resource that we should add or build, please contact | Who is it for? | -When? | -Who delivers it? | -Who is required to enroll? | -
| BC Government employees and BC Government contractors | -
-
|
- Internal government employees (typically Scrum Masters) | -New teams entering the Exchange Lab | -
| Who is it for? | -When? | -Who delivers it? | -Who is required to enroll? | -
| BC Government employees Band 3 and above | -
-
|
- Internal government employees | -Leadership responsible for Agile teams | -
| Who is it for? | -When? | -Who delivers it? | -Who is required to enroll? | -
| BC Government employees and government contractors | -
-
|
- Internal government employees | -Product owners and members of an Agile team | -
| Who is it for? | -When? | -Who delivers it? | -Who is required to enroll? | -
| BC Government employees and BC Government contractors | -
-
|
- Internal government employees | -Developers (government staff or government contractors) using the OpenShift Container Platform | -

+alt="Making Sense of Complexity - an introduction to Cynefin" width="450" height="251" border="10" align="center"/>
+
+Some key questions for how to design governance appropriate for agile organizations and teams would be:
+
+- How do we ensure interactions enable *maximum velocity* for a product team, that is burning public funding full time, focused on a complex problem?
+- How do we enable decision making that leads to *rapid learning and incremental delivery* of working software over a period of weeks?
+- How do we place those with overall accountability (senior leaders) in a position to have significant positive impact on the *productivity of a team and the suitability and sustainability of a product?*
+
+Autonomous Agile product teams are designed to tackle complexity. Here is a foundational 15 minute video to describe how they are equipped to do that, while engaging the organization around them:
+
+
+alt="Product Owner in a Nutshell" width="450" height="251" border="10" align="center"/>
+
+While teams have a lot of autonomy to address a specific problem, they also need support for their function within the broader organization, including alignment to broader organizational goals and resourcing.
+
+## Alliance Team
+From 2018-2019, Lab Operations designed and tested a governance structure called an Alliance Team. The Health Gateway Team was the first to apply and learn from this approach, and it has since been adopted in various forms by other teams.
+
+Below is an illustration of how an Alliance team operates to enable effective governance.
+
+[IMAGE]
+
+During the alignment phase for Lab partnership, we include all the people that believe they should be "on the team" because they offer some critical function (e.g. aligning to standards or architecture, privacy, security, project reporting, etc.). **We make it clear that they are not on the delivery team**, but are connected through the Product Owner in this Alliance Team structure.
+
+Often, there is an "Alliance Lead" who works alongside the PO to engage the Alliance team. They help with translation between Agile and traditional methods and work to engage multiple agencies.
+
+Alliance Leads are expected and supported to apply change management practices. The Lab Operations team will work directly with the Alliance Lead to determine supports for the broader organization in accepting, supporting or adopting Agile practices. The goals is to have those outside the team, who have the benefit of rapid learning and coaching in the Lab, to gain digital competencies over time as well (ideally by the time the team is ready to graduate.) Ideally, the organization has human-centered talent that can work with the Lab to do this work.
+
+## Executive Sponsor Roles
+Members of Executive Leadership are responsible for allocating resources to teams, making strategic decisions to address Service Plan and Government Mandate commitments, and for organizational development.
+
+These sponsors are engaged directly by the Product Owner and by the Alliance team lead.
+
+- **Assistant Deputy Ministry (Program area):** Is accountable for the outcomes of the program and for organization health. They should understand the importance of new functions, such as user research, so they can support healthy teams that are meeting users' needs. The ADM needs to champion the change a new Agile team is implementing, including to other executive in the Ministry. The ADM should also be supported to understand new approaches to risk management and finance Agile teams require.
+- **Executive Director (ED):** Coaches the PO to address to Ministry Division priorities and sets expectations for the metrics the team should produce connected to program outcomes. The ED may support the PO to engage other Executive in the organization to address inter-program concerns. The ED should also work to market the work of the team within and beyond the program division, and to direct all staff to engage positively with the team.
+- **Chief Financial Officer:** Should understand how risk and money is managed differently with an Agile approach. They should be made aware of the total cost of ownership and future financial projections for the program to support this team.
+- **Chief Information Officer:** Partners with the program area ED and ADM to align or allocate IM/IT resources that may be needed to support product delivery and sustainment.
+
+
+
+## Delivery Community
+
+**A community of people committed to learning and building public impact value together is essential to our mission.**
+
+The Exchange Lab is an anchor in a broader **"Digital Delivery Network"** that we refer to as a community. It also includes a variety of specific communities that may be sharing practices, mentorship, or specific supports related to digital tools, such as the DevOps platform.
+
+### Delivery Teams
+
+Agile product delivery teams are most successful when they plug into the Digital Delivery Network and communities that are relevant to their practices. The Exchange Lab team actively connects these teams to eachother as well, so they can share learning and solve common problems together.
+
+* See the [teams connected to this digital delivery network](/teams)
+
+### Delivery Partners (corporate services and products)
+
+Underlying the success of these teams are a variety of centralized services, common components, or platforms for building excellent services. The Exchange Lab supports connection to these agencies, which include:
+
+- [Accessibility](https://gww.gov.bc.ca/groups/accessibility-bc-public-service) – working to make accessibility part of the DNA of the public – both in the digital and physical environments.
+- [BC Behavioural Insights Group](https://gww.gov.bc.ca/groups/bc-behavioural-insights-group-big) – applying behavioural science to behaviour-based policy problems by making small tweaks or “nudges” to a program or service.
+- [ Corporate Privacy](https://www2.gov.bc.ca/gov/content/governments/services-for-government/information-management-technology/privacy) – supporting employees in balancing their need to collect and share personal information while meeting their privacy obligations.
+- [Data](https://gww.gov.bc.ca/groups/data-science-community-practice) – supporting employees to develop their ability to collect, manage, share, analyse, interpret and present data.
+- [DevOps](https://developer.gov.bc.ca/Getting-Started-on-the-DevOps-Platform/BC-Government-OpenShift-Container-Platform-Service-Definition) – enabling BC Public Service digital delivery teams to fully control the deployment of their applications.
+- [Innovation Hub](https://gww.gov.bc.ca/groups/innovation-hub) – supporting a more innovative workplace culture by inspiring and empowering employees to reimagine their work now and into the future.
+- [LeanBC](https://www2.gov.bc.ca/gov/content/governments/services-for-government/service-experience-digital-delivery/lean-bc) – improving business processes, from the simple to the complex, and reducing red tape for citizens and businesses across British Columbia.
+- [Service & Content Design ](https://www2.gov.bc.ca/gov/content/governments/services-for-government/service-experience-digital-delivery/service-design#:~:text=Service%20Design%20in%20B.C.,%2C%20education%2C%20policy%20and%20finance.)– improving how citizens find, access and use government services by performing human-centred design research with citizens and stakeholders in B.C.
+- [Analytics](https://www2.gov.bc.ca/gov/content/governments/services-for-government/policies-procedures/web-content-development-guides/analytics) - using digital tooling and business process to enable assessment of the success people have using services from end-to-end.
+
+#### Want to connect with these partners "in person"?
+
+
+
+* [Sign up for Experts in Residence on Eventbrite](https://www.eventbrite.ca/e/experts-in-residence-tickets-109220948798)
+
+### Delivery Community Channels
+
+Guidance and playbooks can aid some of the work we do. However, conditions change so rapidly and delivery contexts are too diverse for any ordered list to remain relevant. The evolving knowledge shared by the community is how we keep pace while learning how to be successful in navigating the complexity of people and technology.
+
+The Delivery Network uses a variety of channels to connect. The MS Teams channel internal to the BC Public Service is very active, as is [Rocket.Chat](https://chat.developer.gov.bc.ca/home), which is available to external partners who are authenticated as part of a team in our BCGov Github organization.
+
+- [Learn more about the Digital Delivery and Service Improvement communities you can join on DevHub](https://developer.gov.bc.ca/Community-and-Events/BC-Gov-Development-Community-Events)
+- [Check out this recorded webinar where the Exchange Lab leadership team shares insights into the role the digital delivery community played during pandemic response.](https://youtu.be/DS7jbKE2fUc)
+
+
+## About Us
+
+History of the Lab and our current team roster to come...
+
+#### How we started
+
+#### What has sustained us
+
+#### Who we are today
+
+#### What others say about us
+
+## Results from our programs
+
+How do we know if we are successful? This is one of the first questions all teams ask when they set out to solve a problem. Our team works from a service blueprint and we engage in impact mapping ([what is impact mapping?](https://www.impactmapping.org/index.html){: .bc-external_link}.) to improve the experience for our partners and our operations.
+ - Current service blueprint (coming soon)
+ - Exchange Lab Impact map (coming soon)
+
+Here are some of the results of our work as of **December 2019.**
+
+#### Impact: Digital Product Delivery
+
+**We aim to deliver digital products that meet people's needs.**
+
+The Exchange Lab has hosted more than a dozen teams since 2015. [See the list of resident and graduated teams for the products that have come from the lab](https://bcgov.github.io/ExchangeLabOps/Resident-Teams/README.html "Lab products")
+
+Note: We are working on ways to illustrate the return on investment for Agile product teams.
+
+#### Impact: Learning and Community Building
+
+**We aim to increase the digital delivery capacity of government employees and our delivery partners through training, learning by doing, and community building.**
+
+| Learning Program |Result |
+|-------------------|:----:|
+| Agile Fundamentals: A one-day BCDevExchange course on what being Agile is all about from a mindset, cultural and practical perspective, with the practical methodology worked through as Scrum. | 950 trainees. 86% either agree or strongly agree that this course is effective. |
+| Digital Leadership sessions: Course content unpacks new leadership competencies, the new OCIO Digital Framework and focuses on Agile Governance, Lean IT and Servant Leadership. | 125 trainees. Future courses are waitlisted. |
+| Open Shift 101 - covers DevOps platform training (application operational tasks) | 168 trainees |
+| Open Shift 201 - covers DevOps platform training for advanced topics | 25 trainees |
+| Discover DevOps - an introduction to DevOps for Product Owners. | 30 trainees |
+| Certified Scrum Product Owner | 102 trainees|
+| Certified Scrum Master| 55 trainees |
+| Visual Facilitation Practices | 48 trainees |
+| Lab and Learns - delivered by BCPS employees, vendors, or guest speakers. | 35 sessions to date with over 1,000 attendees |
+| Webinars - delivered by BCPS employees, vendors, or guest speakers. | 7 Sessions to date with 330 attendees 330 |
+| Tours of the Lab – Bi-weekly open door tours are a first stop for anyone interested in accessing lab programming. Attendees engage with teams active in the lab to learn about their experience. | 50 tours with on average 9 attendees per tour. Special tours have been arranged for Deputy Ministers and the Premier’s Office staff. |
+| Partnership with Ontario Digital Services, Government of Canada and Apolitical on How to be digital in the Canadian public service: a 10-week online boot camp..| Two cohorts delivered as of February 2021 (stats to come)|
+
+
+
+#### What success looks like in this phase:
+- You are able to clarify why Agile product delivery might be appropriate for the service delivery challenge you are seeking to solve.
+- Your leadership has engaged with the leadership team at the Exchange Lab to confirm the program and product is likely a good candidate for receiving support from the Exchange Lab.
+- Your program area and service delivery challenge sufficiently meets the readiness criteria set by the lab (explained below)
+
+#### Applicable Standards:
+- [Be Agile and User Centered](https://github.com/bcgov/exchangelabops/reference/standard.md#agile)
+
+## Define a Problem
+
+**Teams that partner with the lab are ready to get started solving a real problem that is complex.**
+
+Adopting or implementing new technology can be challenging, or desirable, but that is not what we help teams solve for. We solve for complex challenges to service delivery that lead to greater public impact. This impact includes:
+- delivering better services that meet the needs of citizens; and
+- enabling government to deliver services in better, cost effective ways.
+
+We help teams develop readiness around problem definition through these steps:
+
+1. Answer focused questions about he potential problem in a Challenge Brief Template
+2. Explore the nature of the problem with experts in service delivery connected through the Digital Delivery Network (we facilitate a workshop)
+3. Get clear on root cause analysis if the source of the problem is not clear, and identify a place to start solving the problem from.
+
+
+
+## Confirm Priority
+
+**Teams that partner with the lab have senior level executive support (up to the ADM).**
+
+Sometimes, program staff approach before they have this support, but they have clarity of the problem they want to solve, or can point to value they want to achieve. We support program areas to confirm priority a few ways:
+
+- Define the problem as described above, to help build a case for the opportunity to work with the Lab on a real, complex challenge.
+- Determine an opportunity to "path find" a solution to a problem that is common and can be leveraged by others with significant return on investment.
+
+Ultimately, if the problem or opportunity appears to be a good investment of Exchange Lab resources, our team will test it with others in the Digital Delivery Network and with OCIO Executive. This may result in advancing towards a partnership.
+
+If the problem is not one the Exchange Lab will resource, the program will be supported to engage with the digital delivery network and innovation community to make progress in other ways.
+
+## Identify Capacity
+
+**Teams that partner with the Lab are ready to fund an Agile product team and support the continuous improvement of a product.**
+
+While other methods of IM/IT development treat technology development as a "project" with an end date, to keep up with technology and people's expectations, programs need to take a "product mindset." This means recognizing commitment to a few key changes in your organization:
+
+- Confirmation of a full time Product Owner who will manage the product (and a potential portfolio of products) ongoing.
+- Commitment to hire at least one DevOps Specialist or Site Reliability Engineer who will ensure the product continues to improve and evolve with emerging security and application hosting requirements.
+- Potential capital spending to build the first version of working software, and ongoing operational (program) funding to sustain and continuously improve the product.
+- Commitment to align other functions in the organization to support this new way of working (change management).
+
+In many cases, this commitment can only be confirmed through the approval of Digital Investment Board funding or Treasury Board funding (and often both). It may be possible to realign resources within an operational budget or within existing capital allocations.
+
+## LabOps Resources
+
+- Challenge Brief Template
+- Partnership Agreement template
+- Diagram of Readiness Criteria & optional readiness support functions of the Digital Delivery Network
+- Exchange Lab Service Blueprint (TBC)
+- Organizational Design Guidelines (TBC)
+- Application hosting expectations (TBC)
+- Finance guidelines (TBC)
+
+
+
+
+When potential partners call for help, we always ask:
+> "What do you think the problem is you need to solve?"
+
+> "Who are you solving the problem(s) for?"
+
+> "What have you done to inspect the nature of the problem(s)?"
+
+> "What permission and capacity do you have to address the problem with so far?"
+
+We don't want your business requirements document (unless we are having a bon fire.) Bring us the most succinct explanation of why this complex problem is important and why you are stuck and need help. Ideally, complete a "Challenge brief" so that we can circulate this insight to our Digital Delivery Network partners.
+- Challenge Brief template (.docx)
+
+#### Partnership Agreement Template
+
+
+This agreement is dated by the Lab and the program area during the [onboarding phase](/discover). It is useful to read if you are considering partnership with the Lab, and may be modified to suit unique considerations for each partnership.
+- Partnership Agreement Template (.docx)
+
+