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DSDM – Linking Agile program management, Agile project management and Agile product delivery management

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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.

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DSDM – Linking Agile program management, Agile project management and Agile product delivery management

  1. 1. DSDM – Linking Agile program management, Agile project www.dsdm.org management and Agile product delivery management Dr Islam Choudhury Director DSDM Consortium Associate Professor Kingston University
  2. 2. DSDM Agile Framework incorporating Agile Program Management Characteristics www.dsdm.org SCRUM and the PMO 6 Agile Project Management Agile Product Delivery Management Agile PMO Roles Agile Project Management Roles Agile Product Delivery Management Roles
  3. 3. 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)
  4. 4. Agile Project Management – Roles and www.dsdm.org Responsibilities • Defining the vision • Steering towards a vision • Reviewing • Stakeholder Management • Demonstrating Control • Team empowerment at the appropriate level • Repeatable, Auditable process
  5. 5. www.dsdm.org
  6. 6. Planning the transition to Agile PMO proactive clerical reactive empowered experts / advisors rule-based administrators www.dsdm.org The Place to Go facilitative responsive focus on assurance ensuring incremental delivery encouraging small chunks of work continuous support & monitoring measures arising from projects close to the business and projects responsive to business change collaborative respecting resource constraints The Place to Avoid bureaucratic periodic spikes of demand on projects distant from business or projects avoiding change to projects staid and traditional championing “big bang” doing it all (context-switching for people, pet projects, etc.) measures a significant overhead for projects focus on compliance dictatorial
  7. 7. 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?
  8. 8. Annual vs. Agile Portfolio Management Factor Annual Agile Basis for funding decisions www.dsdm.org 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
  9. 9. 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?
  10. 10. Portfolio Prioritisation 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
  11. 11. 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?
  12. 12. KPIs for Agile work • Velocity – one team’s productivity www.dsdm.org • 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
  13. 13. 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

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