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: https://www.youtube.com/watch?v=YQa5YnqCHOE ] 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.

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Agile Programme Management and
Transformational Change
Steve Messenger
Chairman DSDM Consortium
@agileherald
sjm@agileherald.com

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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

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Steve Messenger (Agile)
Herald 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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Organisational Change:
Move from current state
to a new state

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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

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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

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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."
What is Agile Programme Management?

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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

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• 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

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Lifecycle

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Incremental

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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 Horizons

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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

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Roles and Responsibilities

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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

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• Well communicated
• Not bureaucratic
• All stakeholders
• Decisions at lowest
possible level
Governance

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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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sjm@agileherald.com
+44 (0) 770 333 8034
@agileherald
uk.linkedin.com/in/sjmessenger
http://www.agileherald.com
http://www.dsdm.org
Contact Information

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Questions?