Scaling agile

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There has been a lot of interest about Agile in recent years, mainly due to the success in the IT industry; however there is a lot of interest in applying the Agile methods to other types of environment, not just IT.
This conference uncovered some of the myths around Agile, discussed how Agile can be scaled to large complex projects, looked at case studies, talked about Lean Agile and fed back what governments think about Agile.
The presentations sparked some interesting debates, even between the speakers, but soon some common themes started to emerge from each of the presentation.

Agile is not a methodology – it is a way of thinking. There are Agile methods, ranging from project management methods to software development methods but the agile manifesto, which was mentioned almost be every speaker, does not actual prescribe anything.

Being agile is not an excuse to avoid doing things, like planning and risk management. Being agile has a lot of parallels to Lean – you do what needs to be done, no more and no less.

Agile is not new, Julius Caesar used agile, he just did not call it agile. There are a number of companies and projects who are agile, but did not realise it and jumped on the band wagon when a name was given to their behaviour.

Agile is about giving your customer what they want, regardless of what it says in the contract - they have the right to change their minds. Agile is about people and collaboration, not the processes or tools although these do help to be more agile.

After lunch, we had a presentation from Project Place and learnt about their latest collaboration tools, including KANBAN boards. The idea is not new, Toyota have been using them for decades, but they have been given a new digital face lift.

Finally, thank you to our sponsors Project Place, DSDM and APMG, to the speakers for giving up the valuable time for free, and to Anna and Nigel for their support in pulling the event together.

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  • NEVER Gate 4
    Talk through diagram explaining gates (and process VERY quickly), include where gates 2 and 6 would occur.
    Highlight that this enables benefits management during the life of the project and cover points in the Benefits Management section:
    Business Case incrementally improved – power tool for PMO to manage portfolio

    Need to think about how this impacts on the traditional projects. Their BCs may not be so easily updated once the project is started.
    Can stop an Agile proj more easily (need swift decision making) and more beneficial work undertaken.
    BC reviewed at every gate 5

    Benefits from early incs justify later incs

    Ben mgmt process for programmes which usually justify bens during their lifetime could be adapted.

    Bounding Box could be used instead of the BC approach. – Basically mgmt by exception – mgmt regularly checks that the team stays within the boundaries.
  • Explain SCRUM team.

    Explain how this can fit into DSDM model.
  • Scaling agile

    1. 1. www.dsdm.org Scaling Agile Steve Messenger Chairman DSDM Consortium
    2. 2. www.dsdm.org Agile works 2 • Small multi-functional team • Work together • Easily Communicate • Empowered • Focused on outcome • Iterative and incremental approach • Business closely and continuously involved • Good product results
    3. 3. www.dsdm.org Complexity 3 • Part of a bigger whole • Value against other initiatives • Many more activities have to be done • Business Processes • Infrastructure • Location • Benefits realisation
    4. 4. www.dsdm.org Scaling in Nature 3
    5. 5. www.dsdm.org Scaling in Nature 3
    6. 6. www.dsdm.org Scaling 3
    7. 7. www.dsdm.org Scaling 3 • Design and Architecture • Vision and Planning • Governance and culture • Communication
    8. 8. www.dsdm.org Design and Architecture 2 • Enough up-front design • Desired business structure • TOPI • Everyone knows where they are • Flexible • Evolves, with the agreement of all stakeholders
    9. 9. www.dsdm.org Design and Architecture 2 • System Architecture Definition Produced in Project Foundations and evolves through project • For large, transformational programmes, Business Architecture Model produced in Programme Foundations
    10. 10. www.dsdm.org Vision and Planning 2 • Everyone understands purpose and business opportunities • Informed decisions that move towards to vision • What is important / has to be done before something else? • How can incremental benefit be achieved?
    11. 11. www.dsdm.org Vision and Planning 2 • Business Vision, Business Case and Delivery Plan produced in Project Foundations • For large transformational programmes, Business Vision, Business Case, Benefits Realisation Plan and Roadmap produced in Programme Foundations
    12. 12. www.dsdm.org Governance and Culture 2 • Clear governance strategy • Understand business priorities • Give up projects for greater good • Decisions at lowest possible level • Prioritise benefits • Prioritise requirements • Fast and efficient
    13. 13. www.dsdm.org Gated Review Processes Typical Gates 1. Permission to investigate an idea 2. Permission to build a Business Case 3. Business Case approval – go ahead 4. Permission to test deliverables 5. Permission to deliver 6. Project closure 7www.dsdm.org
    14. 14. www.dsdm.orgwww.dsdm.org Scaling to Programmes 4
    15. 15. www.dsdm.org Communication 2 • Teams take responsibility • Provide Information • Get Information • See Potential Problems • Leaders Facilitate • Understand Each Team • See Potential Problems • Facilitate Conversations
    16. 16. www.dsdm.org Roles incorporating SCRUM www.dsdm.org
    17. 17. www.dsdm.orgwww.dsdm.org
    18. 18. www.dsdm.org Summary 4 • Scaling Agile is possible – but not how we think • Learn from natural world • The four themes • Design and Architecture • Vision and Planning • Governance and Culture • Communication
    19. 19. This presentation was delivered at an APM event To find out more about upcoming events please visit our website www.apm.org.uk/events

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