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Agile Programme Management and Transformational Change
Steve MessengerChairman DSDM Consortium
@agileherald
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
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+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?
