Agile programme management (Steve Messenger)

www.dsdm.org

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Agile Programme Management and Transformational Change

Steve MessengerChairman DSDM Consortium

@agileherald

[email protected]

www.dsdm.org

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DSDM

• Evolved from RAD

• Created Collaboratively by

practitioners for practitioners

• DSDM Consortium not for

Profit

• Agile Manifesto Founder

• 1995 DSDM V1

• 2003 DSDM V4.2

• 2007 DSDM Atern

• 2011 Agile PM

• 2012 Agile PMO

• 2014 AgilePgM

• Agile BA

3Steve Messenger (Agile)

Herald Associates Limitedagileherald.com

•Agile PM Certified Trainer•Chairman, DSDM Consortium•DSDM Advanced Practitioner•DSDM Certified Trainer•DSDM Certified Examiner•Agile Foundation certified examiner•Agile Advanced Practitioner Certified

Examiner•Co-Author DSDM Agile Programme

Management•Training, Coaching and Consultancy•DSDM Early Adopter – Boston Globe

•Director, Herald Associates Limited•Over 30 years experience in

Software, IT and Project Management•PRINCE 2 accredited• Industries worked in

–Pharmaceutical–Newspaper–Control Systems–Insurance (Lloyds of London)–Local Government–Hydrographic – Electronic Sea Charts

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Organisational Change:

Move from current state to a new state

5Barriers to Change:

• The culture of an organisation• Resisting the power structure• Managers feeling threatened by

the process of change• Resistance from employees• A lack of understanding about

why change is to take place• A lack of communication or trust• Employees fearing the unknown.

The success of any kind of social epidemic is heavily dependent on the involvement of people with a particular and rare set of social gifts. - Malcolm Gladwell

6Organisational Change - leadership

1. Clear Vision2. Patient yet persistent

Every step forward is a step closer to a goal

3. Asks tough questionsKeeps asking questions to help people think

4. Knowledgeable and leads by example“character and credibility”;

5. Strong relationships built on trust

• Have a clear vision and plan• Small steps• Feedback• Lead by example• Celebrate and Build on success• Set expectations

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The Agile Bit• An agile approach to the programme

• Contains agile and non-agile projects• Frequent Enablement of Capabilities

• Early Benefits Realisation• Autonomous Projects

• Includes non-project activities

A mechanism for implementing change“A temporary, flexible structure created to deliver outcomes and benefits related to the organisation’s strategic objectives by driving, monitoring and co-ordinating a set of related projects and activities."

What is Agile Programme Management?

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1. Programme goals are clearly and continuously aligned to business strategy

2. Benefits are realised incrementally and as early as possible

3. Governance focusses on creating a coherent capability

4. Decision-making powers are delegated to the lowest possible level

5. Agile programmes are iterative and have the ability to contain both agile and non-agile projects

The Five Principles

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• Organisation already had number of separate

companies

• Structure not meeting current business

requirements

• Vision - Re-structure organisation into new set of

companies in order to be tax efficient

• As transparent to customers as possible

• Not increase overheads

• Get benefits early

Case Study - The Business Transformation

10Lifecycle

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Incremental

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• Programme Horizon– Plan in Outline

– Define potential tranches

– Potential Capabilities / Benefits

• Tranche Horizon– Detailed for this tranche

– Projects and activities

– Not detail of projects

Planning Horizons

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Tranche 1

New companies / legal implications / documentsChanges to ERP system – major project

Communications with customersand suppliers

Warehouse Re-structure

New Supply Chain Capability

Tranche 2

New Chart of AccountsNew financial Reporting structures

New Receivables/Payables processesAccounts re-structure

New T’s and C’s for Employees

Separate Accounting Capability

Tranche 3

New Employment contractsPersonnel system changes

SalesForce restructureOther department restructures

Tax / legal reporting

Full Separate Company Capability

Lower Tax bills

Separation of supply chain without more people

Better Understanding of separated company profit / loss

More efficient accounting with same people

Legally protected

Case study – incremental capability

Tranche 2

Tranche 3

14Roles and Responsibilities

15Case Study - Roles and ResponsibilitiesGroup of Companies VP finance

Head of Supply ChainHead of LegalHead of PersonnelHead of Finance

Steve Messenger

Enterprise ArchitectSenior Legal AdvisorSenior Finance Advisor

Head of Finance

BA from IT

Legal AdvisorsOracle system expertsFinance and tax advisors..

Many

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• Well communicated

• Not bureaucratic

• All stakeholders

• Decisions at lowest

possible level

Governance

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• Agile Programme Management (Agile PgM) is defined in the Agile Programme Management Guidance – see dsdm stand

• The guidance is the definitive source for all Agile PgM exams

Materials

www.dsdm.org

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[email protected]

+44 (0) 770 333 8034

@agileherald

uk.linkedin.com/in/sjmessenger

http://www.agileherald.com

http://www.dsdm.org

Contact Information

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Questions?