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Agile programme management (Steve Messenger)


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During an APM webinar on 10th March 2015, Steve Messenger explored how Agile Programme Management can lead to constant and incremental realisation of benefits, ensuring that the programme remains focussed on its vision and aligned to current business strategy and thinking.
At the end of the webinar … [full recording available at: ] The remainder of the Q & A are included in this document.

Steve is co-author of DSDM AgilePgM ™ that is described as offering an approach that provides the governance and rigour along with the agility and flexibility that organisations demand today. It can either be used as a stand-alone or combined with other recognised methods such as MSP or PMI’s PMP.

Steve Messenger, DSDM Consortium
Steve is the current Chairman of the DSDM Consortium, a role which entails setting the strategy for DSDM and leading the DSDM Board of Directors.
He has been involved in Agile since its inception, DSDM being one of the signatories of the Agile Manifesto, and was also pioneering iterative approaches to software development from the mid-1990s.
As well as managing many Agile projects, Steve has implemented DSDM into the highly regulated pharmaceutical industry, particularly during his leadership role in Mundipharma IT Services.

More recently, Steve has been able to use his experience to help others. His
reputation is strong, and he has been asked to speak at a number of conferences in Europe and the USA. He has also published articles and written blog entries on the topics of Agile Project and Programme Management and Scaled Agile. He was co-author of the DSDM Agile Programme framework and contributed to the DSDM Agile Project Framework.

He now uses his experience to provide training and consultancy to large organisations, and this keeps him up to date on current Agile thinking, trends and problems.

Published in: Business
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Agile programme management (Steve Messenger)

  1. 1. 1 Agile Programme Management and Transformational Change Steve Messenger Chairman DSDM Consortium @agileherald
  2. 2. 2 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
  3. 3. 3 Steve Messenger (Agile) Herald Associates Limited •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
  4. 4. 4 Organisational Change: Move from current state to a new state
  5. 5. 5 Barriers 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
  6. 6. 6 Organisational Change - leadership 1. Clear Vision 2. Patient yet persistent Every step forward is a step closer to a goal 3. Asks tough questions Keeps 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
  7. 7. 7 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?
  8. 8. 8 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
  9. 9. 9 • 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
  10. 10. 10 Lifecycle
  11. 11. 11 Incremental
  12. 12. 12 • 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
  13. 13. 13 Tranche 1 New companies / legal implications / documents Changes to ERP system – major project Communications with customers and suppliers Warehouse Re-structure New Supply Chain Capability Tranche 2 New Chart of Accounts New financial Reporting structures New Receivables/Payables processes Accounts re-structure New T’s and C’s for Employees Separate Accounting Capability Tranche 3 New Employment contracts Personnel system changes SalesForce restructure Other 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
  14. 14. 14 Roles and Responsibilities
  15. 15. 15 Case Study - Roles and Responsibilities Group of Companies VP finance Head of Supply Chain Head of Legal Head of Personnel Head of Finance Steve Messenger Enterprise Architect Senior Legal Advisor Senior Finance Advisor Head of Finance BA from IT Legal Advisors Oracle system experts Finance and tax advisors.. Many
  16. 16. 16 • Well communicated • Not bureaucratic • All stakeholders • Decisions at lowest possible level Governance
  17. 17. 17 • 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
  18. 18. 18 +44 (0) 770 333 8034 @agileherald Contact Information
  19. 19. 19 Questions?