Partnering with the Digital Office

As the former Senior Product Manager at the Ministry of Housing, I worked alongside partners across ministries, the construction industry, local government and First Nations during creation of the Building Permit Hub.

The Building Permit Hub is an online building permit submission tool that streamlines permit requirements and automatically checks for compliance with key parts of the BC Building Code, making the submission process quicker, more collaborative and more consistent.

One of the most transformative experiences in this journey was our partnership with the Lab Services team in the Digital Office. This partnership was marked by numerous challenges and successes, and ultimately led to remarkable outcomes and an improved experience for people building in B.C.

Highlights of the partnership

Expert advisors supporting the team with agility

Since Housing is a new ministry and also newer to digital product delivery, having experts to guide and inform us along the way helped steer us to success. In the early stages of our project, we benefited immensely from having experienced advisors from the Digital Office

The Lab Services team’s expertise and strategic foresight allowed us to move quickly and efficiently, setting a strong foundation before we even hit the official start button. For example, our team was supported through Service Design to ensure we designed with people and embedded inclusion, aligning with the Digital Code of Practice.

Procurement guidance

Navigating procurement in a government setting can be daunting, with many options and policies to wade through. The challenge is not just in selecting a vendor but in ensuring that the procurement process aligns with government policies, project timelines and the specific needs of the initiative. 

The Housing team pursued Sprint with Us (SWU) as our procurement option. SWU is a procurement mechanism that allows the B.C. government to procure Agile software development teams, connecting them to work with government product managers in a modern DevOps environment.

The decision to use SWU was informed by key factors that set it apart from other procurement mechanisms:

First, SWU offers a streamlined and efficient procurement process specifically designed for Agile software development. This allowed for faster onboarding of development teams, which was crucial given our tight deadlines.

Second, SWU is tailored for the B.C. government, directly connecting government product managers with Agile software development teams. Alignment with government standards ensured that we could maintain compliance with all necessary policies while still accessing the specialized skills and expertise needed for our project. 

Our SWU opportunity attracted a record number of applications, 19 in total. The Digital Marketplace team within the Digital Office provided 1-to-1 staff guidance, helping us understand and leverage this innovative approach to procurement. This expedited our processes and led us to contract with a high-performing vendor, enabling us to meet our mandate and fulfill commitments made to users.

Guiding executives new to digital innovation 

Digital transformation requires not just technical changes but also a shift in mindset, especially since this way of working was novel for our executive level. 

The coaching and strategic guidance provided by the Lab Services team were crucial in bringing our leadership up to speed with digital innovation. They provided a new perspective on enabling an Agile/scrum team, setting reasonable expectations for strategically planning and delivering a sustainable product. This empowered us to make informed decisions and champion the product with confidence.

Challenges along the way

Support on a deadline

Balancing the advisory support offered by the Lab Services team with our own busy schedules, tight deadlines and ambitious mandate was challenging. This required making trade-offs — a process familiar to product owners responsible for prioritizing backlogs of user needs.

Our team needed to allocate the available time to function smoothly while still meeting the demand for continuous delivery. These decisions can be difficult, but making time for the guidance and coaching we received was key in keeping us cohesive as a team, on track and aligned with our vision.

Offboarding: From “phone a friend” to independent sprinting

Working in this partnership model, offboarding was an inevitable part of the process. As our Agile team matured and started sprinting independently, the direct support from the Digital Office had to ramp down. 

This transition was bittersweet; while it showed our growth and capability, it also meant losing the immediate “phone a friend” support that had been so beneficial in the early stages.

Guidance from the Digital Code of Practice

For new product owners or teams beginning their digital product journey, I recommend familiarizing yourselves with the Digital Code of Practice.

This set of guiding principles serves as a valuable compass, steering your team towards user-centered, transparent and iterative practices. In my own practice, I incorporated a Digital Code of Practice orientation into onboarding activities when our software development team started.

By adhering to these principles you can feel confident that what you’re building not only meets the immediate needs of your users, but also aligns with the broader goals of digital transformation within the B.C. government. Embracing the Digital Code of Practice will help you navigate decision points and create impactful and sustainable digital solutions that deliver value to users.

Positive outcomes for the future

The success of the Building Permit Hub is not just a milestone for our team, but a step towards positioning British Columbia as a North American leader in digital permitting and construction.

Our partnership with the Digital Office led to significant positive outcomes. We achieved an ambitious MVP target deadline, matured as a cohesive Agile team and created a product that promises to make a lasting impact on the construction industry.

Whether you’re navigating a novel idea, a fresh product or a complex project, leveraging the right partnerships can make all the difference. Our journey with the Digital Office’s Lab Services team shows how strategic guidance, Agile practices and a commitment to the Digital Code of Practice can lead to success. If you’re ready to transform the way your team approaches digital innovation, contact the Digital Office and inquire about your own residency.