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1. What went well and why?

2. What didn't go well so well and why - also add an update suggestions for what could have improved it?

3. Any other suggestions or observations

4. What could you have done better?

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I think these were really good to have these touch points with the BCM and SMT. The addition to the Change agent towards the end is something I think we should continue with.

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Holding these with the Dev Coaches, OCMC SMT and HWF team really helped me create the SOPs. Reviewing these after the release had gone live to fine tune a couple of the activities in response to the post go live calls ensured any issues were resolved quickly and uploaded to KB in a timely manner.

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Having the support extended was really good to ensure that tickets were reviewed and closed before the support went into BAU.

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Any issues raised in the post go live call should have been left and monitored in that conversation. Duplicating this with live service caused additional work.

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These were shared in plenty of time with KB and OCMC SMT prior to go-live so time could be set with WFM to allow staff time to familiarise themselves with the SOPs and any questions could be feedback in the calls with implementation to resolve.

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10 User Acceptance testing sessions were conducted with Welsh Language Unit, Judges and Operations, who have also conducted testing on the citizen journeys.

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Change Impact Assessments and subsequently additional information/scope assessed and reviewed through Civil Implementation Working Group and updated to the Change Impact Assessment documentation was undertaken with all relevant HMCTS Business Areas, and the Judicial Office and Judicial College.

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Moving forward the inclusion of Change Agents should be at the start of the planning stage as this has been hugely beneficial. It would be good to identify Operational representatives for meetings early on and stick to them throughout to ensure continuity and to make sure clear and consistent messages are delivered to all.

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Identifying specific Operational reps at the start will enable us to monitor how and when comms go out and ensure that all staff have opportunity to read and digest anything relevant.

The Operational Reps or SPOC's should be identified at the beginning of planning stage by Management Team and local Business Change Team.

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Operational reviews ensure that release notes have the best chance of being understood by staff and builds engagement with parties involved

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There seemed to be a missing link with how the SOP updates were understood by some team leaders in CTSC. There was a full SOP walkthrough with development coaches and business change but there was a lot of contact through the live service team chat from a CTSC team stating they didn't know what to do, when the instructions were in the SOPs. Points to consider for next release do we need to do SOP walk throughs with a wider audience?

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great assurance in the ISG packs providing detail for what was tested

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Getting the tech team to support and deal with issues as a priority was really good

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Recognising what was actual R2 issues was difficult, lots of issues raised did not relate to R2 but had been there since R1 and it was the volume that was now bringing it to light and it hadn't been from this release. Maybe we need to factor this into next release notes?

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Too many people from Ops coming at this from different angles resulting in some misinformation and the duplication of queries as mentioned above.

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Need better testing in the demo environment for Work allocation

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Can we focus on the WA tasks and how this is going to work, what it is going to impact, the design for who is going to complete the tasks

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Specific testing with the Welsh Language Unit proved greatly beneficial and has been replicated in other feature releases.

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Could we check the first day that the case is working correctly and to the right location. This will need the right people to test and validate everything

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how can we look into this pre release - WA tasks is CC but how do we consider it in Civil plans

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How do we plan to minimise the remedial impacts

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Arrange walk throughs with staff doing the actions rather than just with development leads and business change