DSDM – Linking Agile program management, Agile project management and Agile product delivery...
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www.dsdm.org DSDM – Linking Agile program management, Agile project management and Agile product delivery management Dr Islam Choudhury Director DSDM Consortium Associate Professor Kingston University
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Mary Henson (CEO of the DSDM consortium) introduced Dr. Islam Choudhury (Ass. Professor Kingston University) who then explained the ‘DSDM’ project framework. DSDM has a venerable pedigree, pre-dating the Agile Manifesto by many years. Recently it has been recognised as a useful project and framework, and Islam explained how it can provide a project layer around team level methods such as Scrum.
Transcript of DSDM – Linking Agile program management, Agile project management and Agile product delivery...
www.dsdm.org
DSDM – Linking Agile program management, Agile project management and Agile product delivery management
Dr Islam Choudhury
Director DSDM Consortium
Associate Professor Kingston University
www.dsdm.org
DSDM Agile Framework incorporating SCRUM and the PMO
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Agile Project Management
Agile Program Management Characteristics
Agile Product Delivery Management
Agile PMO Roles
Agile Project Management Roles
Agile Product Delivery Management Roles
www.dsdm.org
Agile Project Framework -Incorporating Scrum as the Product Development
Framework
Build incrementally from firm foundations
Business Foundations: Business case, costs/benefits, benefits realisation strategy
Management Foundations
Solution Foundations
High Level Prioritised Requirements List (Product Backlog)
www.dsdm.org
Agile Project Management – Roles and Responsibilities
• Defining the vision
• Steering towards a vision
• Reviewing
• Stakeholder Management
• Demonstrating Control
• Team empowerment at the appropriate level
• Repeatable, Auditable process
www.dsdm.org
www.dsdm.org
Planning the transition to Agile PMO
The Place to Go
facilitative
responsive
focus on assurance
encouraging small chunks of work
continuous support & monitoring
empowered experts / advisors
proactive
measures arising from projects
close to the business and projects
responsive to business change
collaborative
respecting resource
constraints
ensuring incremental delivery
The Place to Avoid
bureaucratic
periodic spikes of demand on
projects
rule-based administrators
reactive
distant from business or projects
avoiding change to projects
doing it all (context-switching for people,
pet projects, etc.)
staid and traditional
championing “big bang”
measures a significant overhead for projects
clerical
focus on compliance
dictatorial
www.dsdm.org
Questions to answer
PMO specialists ask:1. How do we cope with less precise business cases?2. How do we priorities projects against each other if
you can’t tell in advance what the benefits are?3. How do we recognise and report that an Agile
project is going wrong?
www.dsdm.org
Annual vs. Agile Portfolio Management
Factor Annual Agile
Basis for funding decisions
The known state of the organisation at the end of the financial year and the prediction for the next year
The known state of the organisation at any point during the financial year
Capacity for change Limited by the allocated budget Enabled through continuous monitoring
Commitment to spend
“Once and for all” decisions made annually
Discretionary funding decisions enabled throughout the year
Use of funding Potential for holding back on using resources early in the financial year, because “they might be needed later”
Funding used to the full when allocated to move the organisation forward
Exceeding budgets Reported at fixed points, e.g. quarterly – leading to disaster recovery
Reported at the time when it becomes apparent - enabling better control of financial risks
Benefits delivery May well be aligned to the annual cycle for ease of measurement and overall governance
Aligned to the ability to deliver
Risk assessment Based on the known state at the start of the financial year
Based on the state of the portfolio in its incremental delivery
www.dsdm.org
Questions to answer
PMO specialists ask:1. How do we cope with less precise business cases?2. How do we priorities projects against each other if
you can’t tell in advance what the benefits are?3. How do we recognise and report that an Agile
project is going wrong?
www.dsdm.org
•Portfolio-level MoSCoW rules
–Must have – at the core of business change
–Should have – would be must have if there were no issues with resourcing, etc.
(will be a Must Have soon!)
–Could have – icing on the organisational cake
–Won’t have this time – accepted as valid Business Cases but
for later consideration
•Assessing individual project’s suitability to Agile approaches
Portfolio Prioritisation
www.dsdm.org
Questions to answer
PMO specialists ask:1. How do we cope with less precise business cases?2. How do we priorities projects against each other if
you can’t tell in advance what the benefits are?3. How do we recognise and report that an Agile
project is going wrong?
www.dsdm.org
• Velocity – one team’s productivity• Cycle time –
from customer request received to solution delivered
• Boomerangs – things that bounce back from delivered
solutions• Customer involvement – time spent working on the project• Customer satisfaction –
captured during the project, e.g. at Timebox Reviews
KPIs for Agile work
www.dsdm.org
Summary
• The Agile Framework can be divided up between the program level, project management level and the product (solution) delivery level.
• There is still a requirement for a transition to Agile Governance and Program Management
• The DSDM Agile PMO Framework has just been published.
• www.dsdm.org
