Opencast reviewed the agency’s existing processes and practices, which were largely manual. We explained the benefits of industry-standard modern software development practices, including agile and scrum processes alongside Azure capabilities.
Through advice and coaching, we helped the agency to better understand how agile processes – automation, testing, build pipelines, scrum boards, estimating, ticket creation, tracking and reporting – could deliver significant benefits to the business. If adopted agile processes would add value to the business.
Introducing the agency to unit testing and frameworks, Opencast created a test automation framework using the PlayWright testing tool – and we automated end-to-end use cases for its public and administration websites.
Deploying our software and quality assurance expertise, we worked with the in-house team on new alerts and an Azure DevOps pipeline job to run automation tests, and integrated the Playwright tool with a LivingDoc report to generate automation reports after the job was executed. If adopted, the unit test framework could be extended in future.
To ensure a smooth handover at the end of the project, Opencast created a knowledge transfer document explaining how the framework was built and developed during its engagement. This set out how to set up the framework and run automation tests locally, generate automation reports and run the pipeline job. A design clinic helped shape what would become the MVP.
Opencast held agile ceremonies with the GMDN Agency’s small in-house tech team to ensure it could set up and run automation tests on its own. We worked closely with the delivery team to build its adherence to scrum principles for tech development, with clear requirements, procedures and timelines.
A stronger user focus would also benefit GMDN’s members and in-house team. Through a UCD-oriented design workshop, Opencast was able to share the benefits of a UCD approach, with the advantages that could deliver in terms of problem solving, identifying pitfalls and constraints, prioritisation, and crafting a minimal viable product. We recommended that the agency consider adding a UCD manager and scrum team, with process and budget attached, with clear requirements and procedures.
