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Similar to Hugh Ivory, Managing Partner - Agilesphere, member of DSDM Consortium
Hugh Ivory, Managing Partner - Agilesphere, member of DSDM Consortium
- 1. Governance for AgileService Delivery Hugh Ivory, Managing Partner Hugh.ivory@agilesphere.eu
- 2. Outline Agile: Delivering value– early and often Governance and Ownership GDS – Governance Principles and Guidelines Presentation by: Name here
- 3. DSDM Consortium - •The mission of DSDM Consortium is to develop and promote a high standard of practice and learning for successful Agile projects • More than 35,000 AgilePM® exams have been taken globally since 2011 • There are over 160 Training Providers offering AgilePM® • The DSDM Agile Project Framework and AgilePM® have been translated into various different languages Presentation by: Name here
- 4. Customer Collaboration over contractnegotiation Individuals and Interactions over processes and tools Responding to Change over following a plan Working Software over full documentation Agile Manifesto – delivering value
- 5. Much more thanProjects and Programmes
- 6. Governance Presentation by: Namehere Doing the right things ….. …… in the right way
- 7. Legal and othercommon sense controls that need to be in place…it’s other people’s money that we are spending Good governance can help with timely decision making, continuous improvement and appropriate stakeholder engagement Key issue: how to govern while maximising agility / minimising bureaucracy Governance
- 8. “Regardless of whatwe discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand” Core Assumption
- 9. So what’s different? Lighterweight and incremental approvals Team structures aligned to products and services rather than disciplines or functions Shorter more frequent governance forums Greater empowerment of teams and individuals Different ways to conduct assurance and audit New terminology and artefacts
- 10. Governance principles Don't slowdown delivery Decisions when they’re needed, at the right level Do it with the right people Go see for yourself Only do it if it adds value Trust and verify https://www.gov.uk/service-manual/agile-delivery/governance- principles-for-agile-service-delivery
- 11. Don’t slow downdelivery Be available when needed Remove impediments to delivery teams Protect the team – help them to handle external pressures
- 12. Key differences Traditional projects –Change is the exception – Small number of large sign-offs – Hierarchical control – Perceived certainty Agile projects – Change built in – Small sign-offs every 2 weeks – Delegated control, peer discipline – Transparency Seed the team, give them what they need, protect them
- 13. Decisions when theyare needed, at the right level Empower the team Handle change through continuous iteration
- 14. Timebox boundaries Showcase –stakeholder management Review – assurance and decision making Retrospective – continuous improvement Planning – decision making
- 15. Do it withthe right people Ensure that everyone involved is capable, motivated and empowered Create an environment where everyone is open and honest about what they do
- 16.
- 17. Go see foryourself Visit delivery teams to see the value Talk face-to-face Go see the thing
- 18. Minimum Viable Reporting Agreewhat when how to report Use the stuff that the team are producing Some key “reports” Show and tell Team wall A3 dashboard report Burndown / up Roadmap • Financial
- 19.
- 20. Only do itif it adds value Keep business (user) needs at the forefront Set out clear vision and measures of success Deliver value early and continuously
- 21. Foundations: Discovery At thebeginning of a project – Everything is uncertain – Analysis delivers very little RoI – Over analysis is wasteful – Some framing of the project is essential – Don’t want to spend big to prove feasibility
- 22. Foundations: Discovery Run asan agile project c. 6 weeks (3 x 2 week sprints) Frame core elements of project – Vision – High level business case – High level requirements – Initial project budget for e.g. first 3 months
- 23. Deployment Feasibility Foundations Delivery DSDM has morefrequent control points than traditional projects
- 24. Discovery Inception Alpha Beta Service Standard Live Sprint Reviews ServiceStandard Digital by default
- 25. Trust and verify Buildsimple supportive governance which trusts individuals and teams and allows them to focus on delivery Speak to the team regularly to support, steer and assure
- 26. Hugh Ivory, ManagingPartner Hugh.ivory@agilesphere.eu
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- 29. Structures - ScalingAgile Keep team structure - minimise dependencies between teams • Constantly look out for artificial dependencies • Mock interfaces early to define / minimise dependency and maintain assiduously • Increase team size rather than split artificially • Keep multiple Agile teams as independent as possible • Manage multiple Agile teams more like a traditional portfolio Primary governance at project level not portfolio to ensure transparency
- 30. Test Co-ordination Resourcing “Communities of Practice” Architecture Integration Interfaces Coach / Facilitator/ Culture Business Design Authority Portfolio Facilitator Agile Portfolios / Programmes UX Design
- 31. Project teams –leading delivery Self-contained i.e. all roles specifically including daily user / business input Co-located focused on their specific deliveries Delegated control over day to day priorities / activities Testing and delivery of their scope Governance at the individual team level
- 32. Programme Team –supporting Holding the vision for how it all fits together Overall scope prioritisation Release management Standards and integration e.g. UX, testing, development Resourcing, recruitment, training and coaching Broader stakeholder communication Cross project dependencies / issues Removing impediments Foundations for new projects / significant new releases
- 33. Presentation by: Namehere People Team Organisation
- 34. Presentation by: Namehere Products
- 35. Practices • Facilitated workshops •MoSCoW • Iterative Development • Modelling • Timeboxing Presentation by: Name here
- 36. Must Should Could Wo n’t Presentation by: Namehere Practices MoSCoW Prioritisation Must Should Could Won’t* Minimum Useable SubseT Work arounds difficult/costly Work arounds easy/cheap Out of Scope this time around Guaranteed Expected Bonus Maybe next time Cannot be de-scoped without causing the project to fail De-scoped as a last resort to keep the project on track Can be de-scoped without causing significant problems * Won’t have this time
- 37. Presentation by: Namehere Practices Timeboxing
- 38. Presentation by: Namehere Managing Risk - Factors for Success Embrace the DSDM Approach Build an Effective Team Empowered Stable Skills and Knowledge Business Engagement – Active and Ongoing Active commitment of the Business Roles A supportive Commercial Relationship Iterative Development, Integrated Testing, Incremental Deployment Transparency
- 39. Presentation by: Namehere Managing Risk - Project Approach Questionnaire Purpose • To assess how the Atern approach should be applied • To help identify potential areas of risk, based on the Instrumental Success Factors When? • Feasibility • Then reassess in Foundations
- 40. SUPPORTING SLIDES Presentation by:Name here
- 41. Risk Management -23 Presentation by: Name here