Organisational Transformation to the Use of DSDM Atern for PM and Delivery

7/31/2019 Organisational Transformation to the Use of DSDM Atern for PM and Delivery

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Organisational Transformation to the use of

DSDM Aternfor Project Management and Delivery

Andrew Craddock

Partner nlightenwww.nlightentraining.com


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Question

Why should

DSDM Atern

be themethod of choicefor

Corporate Strength Agile

2011 nlighten Ltd 2


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Agenda

Traditional vs AgileScrum Synonymous with Agile

Corporate Issues with Scrum-based Agile

How DSDM Atern addresses these issueswithout compromising Agility

Considering an Agile Transformation


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The Traditional Approach

Managing the Development of Large SoftwareSystems

Winston Royce 1970

Understand

and define

requirements

Define and

design the

solution

Build the

Solution

Test the

Solution

Get the

Solutioninto live use

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The Traditional Waterfall

CharacteristicsBig Up-front Analysis andDesign

Early and extensive effort todrive out and lock down detail

Strong process and controlDocumented output of each stepapproved before moving on

Each step the foundation ofplans and intentions for the next

All change formally assessedand controlled

Heavy-weight documentationthe anchor for parallel workingand audit

Associated FlawsFoundation often provedwrong:

Huge effort to create then atortuous and ineffective

approvalBased on too manyassumptions

Fails to stand the test of time

Inherent resistance to

changeMassively difficult to validateintention for the next step

Labour intensive and restrictiveto the point people work around 2011 nlighten Ltd 5


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Waterfall Characteristics &

Outcomes

Typical OutcomesLate & Over Budget*

$Average: + 89%

Poor QualityTesting Squeezed

Not Meeting the need

Scope Management withWaterfall Practices. No. 1cause of failure for 82%of projects

Succeeded

35% (16%)

Failed

19% (31%)

Compromised

46% (53%)

Chaos Report 2006 (1996)*

* Standish Group Chaos Report 1996 & 2006Taylor, BCS Bulletin 2001

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A Surprise ?

Well, it shouldn t have been

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In case you were wondering

This was Royce s actual recommendation !Workable But only in a slower paced world.

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Agile: An Empirical Alternative

Less emphasis on:The futile quest for the perfect specification

Plans comprehensive enough to be executed by the unthinking

Trying to lock everything down in the vain hope that things will

be easier to controlMore emphasis on:

Collective understanding of the need (rather than therequirement)

Harnessing the expertise and creativity of empowered teams to

solve problems and build the right solution for the day ofdelivery

All roles and all disciplines involved throughout eliminatingsilos 2011 nlighten Ltd 9


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Manifesto for Agile Software

Development

We are uncovering better ways of developing software by doing it andhelping others do it. Through this work we have come to value:

People and Interactions over Processes and Tools

Working Software over Comprehensive Documentation

Customer Collaboration over Contract Negotiation

Responding to Change over Following a Plan

That is; while there is value to the items on the rightwe value the items on the left more.

Kent Beck, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin FowlerJames Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries, Jon Kern, Brian Marick

Robert C. Martin, Steve Mellor, Ken Schwaber, Jeff Sutherland, Dave Thomas

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With an acceptance that:

Documentation Understanding

Formality Discipline

Bureaucracy Quality



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Agile Origins

1991James Martin

proposes RAD

Rapid

Application

Development

1995Sutherland

& Schwaber

present

Scrum

at OOPSLA

1970 Today200019901980

1970Royces

Waterfall

Adopted

by US DOD

1980Waterfall

is the

Global

Standard

1988Barry Boehm

proposes

iterative

Spiral Model

1993DSDM

Consortium

introduces

DSDM

1999Kent Beck

publishes Extreme

Programming

Explained

2001Agile

Alliance

Founded

2011

Agile is

10 years

old



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Scrum

The most popular of the Agile ApproachesWell Scrumbut is probably more popular still

With key eXtreme Programming practicesembedded, Scrum is becoming synonymous withAgile for many

A release cycle wrapping a delivery cyclewrapping a collaborative iterative developmentprocess 2011 nlighten Ltd 13


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Scrum Overview


Product Backlog Burndown Chart

Daily Scrum

Potentially ShippableProduct Increment

Sprint Backlog


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The appeal of Scrum

CeremoniesSprint Planning

Daily ScrumMeeting

Sprint Review

and Retrospective

RolesScrum Team

Scrum Master

Product Owner

ArtefactsProductBacklog

Sprint Backlog

BurndownChart

imple Process

Values

Commitment Focus Openness Respect

Courage 2011 nlighten Ltd 15


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Simple ?

So why do so may organisations struggle to make itwork?

Conflicting philosophies

Agile different to the status quoRequires a change in culture

Also, out of the box, Scrum has:

Limited Project context

No Business Change contextNo Governance context

Poor Scalability



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The Philosophy of Scrum

Empowered, multi-disciplined, self-directed teamsfocussed on and committed to

incremental delivery of valuable software

In an environment where individuals exploitopenness, mutual respect and trust

and have the courage to dowhat is rightrather than what is expected

What do we get if we duck thosechallenges?


CulturalChallenges

?

CulturalChallenges

?


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Typical corporate philosophy?

teamscommitted to

delivery of software

In an environment where individualsexploit

and have the courage todo what is

expected



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Project Context

Where does the backlog come from?What is the big picture?

How is it shared and/or agreed?

And before we start

How long do we think the work will take?

What do we think the work will cost?

What is our predicted return on investment?

And how about dependencies/constraints acrossprojects

How are those identified?

How are they managed? 2011 nlighten Ltd 19


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Business Change Context

Business Systems Solutions are aboutThe software

How the software is used forbusiness advantage

Scrum is great for orchestrating development ofsoftware

Who identifies the business change required?

Who builds that part of the solution?Who manages the implementation?



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Governance Context

Doing the right thingsPrioritisation of projects in the portfolio

Managing the allocation of resources to projects

Doing it right

Business and System Architectures?

Legislative Compliance (auditable)

Being in control

Controlled change to testand production environments

Requirements Traceability (auditable)



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Somebody elses problem ?

Somebody else s problem?No!

Projects need to deal with all of these things

But that stuff doesn t fit with[our view of] Agile

Tough!

That s yourproblem!



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Solving the problem

Can we:Just ignore this stuff?

No not really

We have to be able to hook in to the corporate context

Just wrap Agile with our current processes andguidelines?

No not really

The philosophies will be different probablyfundamentally so



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Solving the problem

Real options Can we:Make up our own wrapper?

Possibly

But this will take a lot of effort and great skill

Use an approach from a consultancy or thoughtleader?

Possibly

But choose wisely look for a real track record of success

Use a tried and tested approach?Ah That will be DSDM

An Agile approach developed by corporates for corporates 2011 nlighten Ltd 24


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DSDM Atern or

DSDM Agile Project Management

Corporate Strength AgileMore sophisticated structure of roles and responsibilities

Aligning with corporate norms for responsibility andaccountability

Enhanced ceremonies, processes and artefactsProviding demonstrable control, traceability and auditability

A full project perspective

From concept through to benefit realisation

Dovetailing with and in no way inhibitingThe Agile values so clearly defined in the Agile Manifesto

The Agile philosophy so eloquently defined by Scrum 2011 nlighten Ltd 25


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DSDM

Same team level delivery concept as scrumSome of the names are different, of course

Sprint = Timebox*

Product Backlog =Prioritised Requirements

List

Sprint Backlog = Timebox Plan

Daily Scrum = Daily Standup

Product Increment = Evolving Solution* Timebox is often more structured than a Sprint morelater



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RolesBusinessDomain

SolutionDomain

Management

Domain


DSDM Atern

Scrum

ProductOwner

Team

ScrumMaster


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Key DSDM Roles

Business SponsorResponsible for theReturn on investment

Business VisionaryBig picture for the

enhanced businessTechnical Coordinator

Technical quality andcoherence

Project ManagerManaging the worldaround the project

Business AmbassadorDay-to-day guidance andassurance

Business AdvisorSpecialist input

Solution Developer /Tester

Build the right solution

Business Analyst

Facilitates sharedunderstanding across roles

Team LeaderKeeps the team focussed 2011 nlighten Ltd 28


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DSDM Atern Process Framework



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With DSDM Atern, typically the Exploration andEngineering considerations are addressed togetherin a single timebox as they are in Scrum Sprint


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Get straight on with the next release

Revisit Foundations to validate/shape next release


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DSDM Work Products

Also align with the three domains

Great depth and detail available in product setbut only to be created where they add value

Decide on something as simple as Scrum where

that is appropriate and/or use the depth anddetail as required

Business

The what andthe why

Solution

Developmentand QA

Management

Planning andcoordination



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The Corporate Challenges

How does DSDM addressthe corporate challenges?

Project Context

Business Change Context

Governance ContextThrough:Comprehensive and structured roles and responsibilities

High level up-front work in Feasibility and Foundations

Appropriate use of the rich product set

Sophisticated Agile techniques to drive predictability:

MoSCoW Prioritisation

Timeboxing 2011 nlighten Ltd 34


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DSDM Atern: Up-front Work

Feasibility

Foundations

Feasible solution (business and technicalperspectives)Identify benefits likely to ariseOutline possible approaches for deliveryFirst cut estimates of timescales and costs

Firm Business FoundationsFirm Foundations for the SolutionFirm Foundations for management of the project

High level only not the big up-front analysis and design of traditionalapproaches



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DSDM Atern: Rich Product Set

Feasibility

Foundations

Business Vision

Business Case

Prioritised Requirements List

Business Area Definition

System Architecture Definition

Development Approach Definition

Management Approach

Delivery Plan

Delivery Control Pack

Business

Foundations

SolutionFoundations

ManagementFoundations

Documents created where they add value, not bydefault



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DSDM Atern: MoSCoW Prioritisarion

MoSCoW and the Business Case

Must Have

Could Have

Should Have

Maximum

60% of

total effortMaximum

80% oftotal effortMaximum

100% of

total effort

Minimum

Useable

SubseTCover all the benefits

agreed in the BusinessCase for the project

Additional benefit not

accounted for in the

Business Case mightbe delivered



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DSDM Atern: Timeboxing

More Structure than other Agile approachesControl points Auditable Timebox Review Records

Kick

OffInvestigation ConsolidationRefinement Close

Out

Formal reviews include expert participants responsible forassessing whether the evolving solution is fit for purposeand meeting regulatory and other governancerequirements



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Project Managers Workbook

Formality where appropriateLight, Focussed, Contemporary, Accessible

Example: Project Manager s Workbook

Created by the nlighten team and practitioners atDaiwa Capital Markets Europe



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DSDM Atern

Easier sell many corporatesBuilt in project focus and governance hooks

Broader scope than software integrated businesschange

Appears less radical than other Agile approachesThe same Agile heart as the others but with morestructure

Less Fragile at scale

However:Still requires a major change of mind-set for manypeople

Full adoption takes skill, effort and commitment



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Organisational Change

Is far more about people than it is about processDefining and publishing a standard is easy

Getting people to buy into and ultimately exploit a new way ofworking is difficult

The former is a waste of time, effort and money without thelatter

Everybody needs to understand and buy into:The detail of the new philosophy

The implications of adopting thatphilosophy

The day-to-day role they need toplay in order to make it a reality



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Leading Change

Based on the 8 Stage Process of Creating Major Change by John P. Kotter

Establish a sense

of urgency

Create a Guiding

Coalition

Develop a Vision

and Strategy

Empower broad-

based Action

Generate Short-

term wins

Institutionalise

the Change

Consolidate

Gains

Generate more

Change

Communicate the Vision and Progress towards it

Expose problems

with the status quo

Strong leadership

by powerful players

To frame and track

effective changeBreak the status quo

& encourage creativity

Demonstrate success

with pilot projects

Reward successful

behaviours

Promote & developstaff to new paradigm

Push further and

deeper into the Vision

Formalise the new way

Guard against regression



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Kotters Eight Causes of Failure

Allowing too much complacencyFailing to create a sufficiently powerful guiding coalition

Under-estimating the power of Vision

Under-communicating the Vision

Permitting obstacles to block the vision

Failing to create short-term wins

Declaring victory too soon

Neglecting to anchor the changesin the organisational culture



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Thank you

Email:[email protected]

Organisational Transformation to the Use of DSDM Atern for PM and Delivery

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Transcript of Organisational Transformation to the Use of DSDM Atern for PM and Delivery