Workshop B, Agile P3M benefits, by Steve Messenger
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www.dsdm.org Agile Programme Management Steve Messenger Chairman DSDM Consortium @agileherald [email protected]
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Transcript of Workshop B, Agile P3M benefits, by Steve Messenger
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Agenda• What is a Programme?
• Agile Delivery of Benefits
• Workshop
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• DSDM Consortium not for Profit
• Created Collaboratively by practitioners for practitioners
• Mission: “To promote best practise in Agile Project and Programme Management and Delivery”
• Used in in business areas, not just IT• Only agile method covering full
project/programme lifecycle developed from an agile point of view
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DSDM
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Steve MessengerHerald Associates Limited
agileherald.com
• 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
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Shortened war by 2 yearsCreated first computerBecause of need and vision
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Mega Projects
• Large? • In scope? • In time? • In resource?
• Complex? • Business transformation?
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Continuous Delivery9
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Scaled Projects and Programmes10
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• Have a clear vision and plan• Small steps• Feedback• Lead by example• Celebrate and Build on success• Set expectations
• 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
Organisational Transformation11
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• Part of a bigger whole
• Value against other initiatives
• Many more activities have to be done
• Business Processes
• Infrastructure
• Location
• Benefits realisation
Corporate Complexity12
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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."
Agile Programmes13
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1. Programme goals are clearly and continuously aligned to business strategy
2. Benefits are realised incrementally and as early as possible3. 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 5 Principles14
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Incremental Benefits15
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MoSCoW for Programmes?
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• 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 Horizons17
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Lifecycle18
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Governance• The right things are done
- 3P planning• Things are done right
- Features- Budgets- Time- Resource- Process and Quality
• All stakeholders satisfied
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• Well communicated
• Not bureaucratic
• All stakeholders
• Decisions at lowest possible level
• Decisions at point of impact
Governance20
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Roles and Responsibilities21
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The whole view22
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The whole view23
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Agile Gates24
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Governance and Agile
• Control
• Understanding
• Decisions
• Chaos
• Confusion
• Anarchy
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A new DNAGovernance
Agile P(g)M
• Control and agility
• Understanding
• Effective Decisions
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Short WorkshopBenefits of the Cambridge Guided Busway
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The Cambridgeshire Guided Busway (also Cambridge-Huntingdon Rapid Transit Scheme, locally the busway or the guided bus) connects Cambridge, Huntingdon and St Ives in the English county of Cambridgeshire. It is the longest guided busway in the world,[1][2] overtaking the O-Bahn Busway in Adelaide, South Australia.[3][4][5]
Proposed initially in the 2001 the Cambridge-Huntingdon Multi-Modal Study, which recommended widening of the A14 road and construction of a guided busway along the old railway lines, construction began in March 2007 and it was opened on 7 August 2011 after a succession of delays and cost overruns.[2]
The original cost estimate of £150 million rose to £181 million by December 2010.[7] An independent review of the project was announced on 21 September 2010,[8][9] in which the Cambridge MP Julian Huppert at the time described the busway as a "white elephant".[10] A court case with BAM Nuttall, the main contractor, was settled by Cambridge County Council in August 2013.[11]
A total of 2,500,000 trips were made in the first year of operation, which Atkins reported was 40% higher than the predicted figure. Bus ridership along the corridor was estimated to have increased by 33% over the same period.[13] Before opening, the contractor had predicted that an estimated 11,500 journeys per day would be made on the busway.[14] The scheme was predicted to cause a direct reduction in traffic on the busy parallel A14 road of 5.6% (rising to 11.1% with the new Park & Ride sites), although as other traffic re-routes to the freed-up road space from other parts of the local road network, the net reduction is predicted to be 2.3%. The overall scheme was "not intended to solve the congestion problems on the A14" by itself, but will rather have an overall effect across the local road network, and be complementary to planned improvements on the A14.[15]
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• 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
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+44 (0) 770 333 8034
@agileherald
uk.linkedin.com/in/sjmessenger
http://www.agileherald.com
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Contact Information29
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Questions?
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